As reading leads to broader thinking, writing leads to clearer thinking. If you have not written much, I urge you to get started. A sharp pen reflects a sharp mind. But writing is not for the weak. The writer must form and then expose his or her ideas to public scrutiny. That takes confidence.
“I write, therefore I think.”
I enjoy reading, so like many people I have set a goal for myself to read at least 50 books a year for the last couple of years. I read 45 last year, you can see my list on GoodReads. As I was getting ready to publicly commit to another year of 50-in-52, though, I realized that I’m not really ready to move on from the books I read in 2011 2010.
It’s not that I don’t want to read anything new, I do. I’ve got several new books on my list, including David Siteman Garland’s Smarter, Faster, Cheaper, Neal Bascomb’s story of FIRST Robotics, The New Cool, and Hal Needham’s Stuntman! I’m also looking at some older books that I’ve never read.
But well over half of the books I read last year are still bouncing around inside my head.
In a blog post last October, Harold Jarche expressed a similar sentiment in the context of conferences that he attends:
One thing missing in these discrete time-based events is that there is little time for reflection. … This presentation is followed by some immediate questions & discussions and a coffee break. Then it’s off to see the next presentation. Reflection, if it occurs, comes much later, and usually after the participants have gone home.
Replace “presentation” with “book”, and that his how I am feeling about the books I read last year.
Bill Gates takes a “reading vacation” to read. Ray Ozzie does the same thing. A very interesting strategy; usually when we read it is at night, when we are tired and have 20-30 minutes before we go to bed. Takes a couple of weeks to read, you lose the possible connections between the books you read.
All of this is my overly long way of saying that I’m not committing to 50-in-52 this year. Instead of moving on to the next conference, in my case a new year of reading only new books, I’m also going to spend some time quality time reflecting on the books I read last year.
What are your reading plans for 2011?
Update: Check out my 2010 Reading List lens on Squidoo.
Early in my life, my mentor explained to me the three paths that lead to the creation of knowledge. The analytical path, where philosophers reflect, meditate, and make sense of objects and events; the empirical path, where scientists manipulate variables and conduct controlled experiments to validate reliable principles; and the pragmatic path where practitioners struggle with real-world challenges and come up with strategies for effective and efficient performance.
Each of these paths can be taken in isolation from the others, we see that every day. It is also common to see these paths taken one after the other: analyze -> experiment -> implement.
More challenging, and much more powerful, is to integrate these three trails into a single path that allows you to go from trail to trail as needed to get you where you want to go.
My earlier post on games got me digging through my archives (yet again), where I found two posts looking at knowledge management and knowledge work through the lens of games. Both of these posts are based on James Paul Gee’s book What Video Games Have to Teach Us About Learning and Literacy.
This second post looks at the role affinity groups play in learning through video games, and compares this to how many organizations work.
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Although James Paul Gee’s What Video Games Have to Teach Us About Learning and Literacy is primarily about how individuals, especially kids, learn, there is a lot in the book that can be applied to how organizations learn. This list describes what Gee sees as common features of what he calls affinity groups and their implications. Those familiar with knowledge management concepts will recognize these as traits of a good community of practice.
- Members of an affinity group bond to each other primarily through a common endeavor and only secondarily through affective ties, which are, in turn, leveraged to further the common endeavor. Implication: Affective ties and sociocultural diversity can be dangerous, because they divide people if they transcend the endeavor, good otherwise.
- The common endeavor is organized around a whole process (involving multiple but integrated functions), not single, discrete, or decontexualized tasks. Implication: No rigid departments, borders, or boundaries.
- Members of the affinity group have extensive knowledge, not just intensive knowledge. By “extensive” I mean that members must be involved with many or all stages of the endeavor; able to carry out multiple, partly overlapping, functions; and able to reflect on the endeavor as a whole system, not just their part in it. Implication: No narrow specialists, no rigid roles.
- In addition to extensive knowledge, members each have intensive knowledge – deep and specialist knowledge in one or more areas. Members may well also bring special intensive knowledge gained from their outside experiences and various sociocultural affiliations (e.g. their ethnic affiliations) to the affinity group’s endeavors. Implication: Non-narrow specialists are good.
- Much of the knowledge in an affinity group is tacit (embodied in members’ mental, social, and physical coordinations with other members and with various tools, and technologies), and distributed (spread across various members, their shared sociotechnical practices, and their tools and technologies), anddispersed (not all on site, but networked across different sites and institutions). Implication: Knowledge is not first and foremost in heads, discrete individuals, or books but in networks of relationships.
- The role of leaders in affinity groups is to design the groups, to continually resource them, and to help members turn their tacit knowledge into explicit knowledge, while realizing that much knowledge will always remain tacit and situated in practice. Implications: Leaders are not “bosses,” and only knowledge that is made explicit can be spread and used outside the original affinity group.
As most of us know all too well, most organizations today operate in ways very different from how these, often self-forming, groups operate. Some thoughts, item by item:
- The common endeavor in most organizations is dictated from the top down. Members of the organization don’t usually join the organization because of the ‘endeavor,’ rather they accept the endeavor because they have joined the organization.
- In most organizations (in my experience), specific functions are highly structured into departments and sub-departments. Successful cross-functional activity is the exception rather than the rule.
- Because of the highly structured nature of organizations, most people know only their area. Because the ‘endeavor’ is not their own, there is very little incentive to understand the ‘big picture.’ Those who do try to understand the big picture are often seen as ’stepping out of their lane’ and put back in their place. After all, how can they be doing their job if they are worrying about what someone else is doing.
- This is what most organizations expect of their members – a high skill level in their specific area.
- More and more organizations are recognizing the tacit nature of knowledge and the value of network relationships is sharing information. More than any of the other items in this list, it is this area that is receiving much of the attention in the field of knowledge management. It is hard, though, for individuals and organizations to get over the cultural expectation of knowing everything yourself, the ‘not-invented-here’ syndrome, and the sharing – freely – of what you know with others so they can be successful.
- Most ‘leaders’ are still just bosses.
Looking back over my list, I think I may be a bit pessimistic, but I’ve been involved with knowledge management, social networking, etc. for almost 10 years now and am still amazed, and frustrated, at how many organizations still don’t get it. Those who know me know that I’m really a glass-half-full kind of guy, and I must admit that I do hold out hope that things will change.
Maybe it will just take the current generation of young gamers, Marc Prensky’s digital natives, to finally get us there.
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I’ve read the reviews, I’ve seen the video (also embedded below), and I’ve listened in on the webinar. And now that the UPS guy has made his afternoon delivery, I can finally read Steven Johnson‘s (@stevenbjohnson) latest book Where Good Ideas Come From – The Natural History of Innovation. (Though it is going to have to wait a day or two until I finish The Mesh: Why the Future of Business Is Sharing.)
Having read many of Johnson’s previous books, I know that I like his writing style and approach and fully expect to enjoy reading this book. More than anything, though, I’m looking forward to his ideas on ideas, especially the idea that chance favors the connected mind. If this isn’t enough to convince you that you should probably go out and get the book, please read on.
A couple of tidbits from reviews:
- In “Where Good Ideas Come From: The Natural History of Innovation,” Steven Johnson, an author and Internet entrepreneur, draws on natural science, intellectual history and 21st-century technology to identify the environments that are conductive to innovation. Johnson doesn’t define “good ideas” — or indicate whether their pathways to implementation differ from those of “bad ideas.” – The Oregonian
- Where do good ideas come from? That is the question posed by Steven Johnson, a writer known for the agility with which he makes interdisciplinary analogies, in his latest book. His “natural history of innovation” provides a taxonomy of seven ways in which new ideas can sprout from old ones. But this is no management text: for each of his seven patterns of innovation, Mr Johnson provides wide-ranging examples from technology, the natural world and culture. – The Economist
Do you happen to have about 18 minutes of your precious busy time … to spare to go ahead and watch one of those TED Talks that will surely keep you thinking for a while on what true innovation is all about? You do? Then you have got to go and watch Steven Johnson‘s Talk on Where Good Ideas Come From. It’s worth the 18 minutes and so much more!
Johnson is currently touring for the book, and will be in St. Louis on 14 October. (I must now make a choice: stick around at the Strange Loop Conference for theStrange Passions party or duck out to see Johnson. Decisions, decisions.)
What motivational methods make some of you cringe (or worse)?
This is one of the questions that Dan Pink posed to the group participating in his live chat at The Book Club on the New Yorker. In response to the “Don’t make mistakes because I (mgr,owner, boss) will think less of you” motivational method, he said:
That’s one of the most insidious, imho. To me, it’s one of the greatest flaws in organizations. People are more scared of failure than of mediocrity. It should be the reverse. (emphasis mine)
Making a mistake is like breaking a leg. It happens and you fix it. Mediocrity is like a chronic, cancerous disease that gradually destroys you and from which recovery is far more difficult.
In the short term, mediocrity is “safe” and “going for it” is not. Or at least it doesn’t seem to be. (I can’t go for it, what if I make a mistake?)
Personally, I’d rather get a few broken bones along the way than spend my life trying to avoid those things that might cause them.
How about you?
My review of Atul Gawande’s latest book The Checklist Manifesto focused, by design, on the broad scope of the book. Within that “big picture” lesson, though, are many smaller, more specific lessons to be learned.
No, the real lesson is that under conditions of true complexity – where the knowledge required exceeds that of any individual and unpredictability reigns – efforts to dictate every step from the center will fail. People need room to act and adapt. Yet they cannot succeed as isolated individuals, either – that is anarchy….
[U]nder conditions of complexity, not only are checklists a help, they are required for success. There must always be room for judgment, but judgment aided – and even enhanced – by procedure.
During this discussion, he refers back to what he had learned from the skyscraper-building industry, that they had figured out how to put an understanding of complexity into a series of checklists. That they had, in Gawande’s words, “made the reliable management of complexity a routine.”
What makes this even more fascinating is how the checklist, the lowly checklist that Steven Levitt had no interest in (until reading this book), can help simplify the execution of complexity even when the team members have never before worked together.
Just think what they could do for a team that works together all the time.