Organizational learning and knowledge sharing have held out great promises, but have failed to deliver the goodies. Why? And what can be done about it? I claim a lot. But first we must understand how learning and creativity actually happen inside an organization, how IT can support them (which it doesn’t today), and in general how and why knowledge both sticks within an a community of practice, but seems to readily leak out along the pathways of external networks of practice. Coming from PARC ,you can imagine I have had a lot time to reflect on this problem.
SEE: A New Culture of Learning: Cultivating the Imagination for a World of Constant Change by Douglas Thomas and John Seely Brown (January 4, 2011)
– Mysteries of the Region: Knowledge Dyamics In Silicon Valley by John Seely Brown and Paul Duguid
– Local Knowledge: Innovation in the Internet Age, by John Seely Brown and Paul Duguid
– Creativity versus Structure: A Useful Tension, by John Seely Brown and Paul Duguid
– “Balancing Act: How to Capture Knowledge without Killing It,” HBR, by John Seely Brown and Paul Duguid (PDF)
– Introduction, by John Seely Brown (from Creating a Learning Culture: Strategy, Practice, and Technology)
– Balancing Act: Capturing Knowledge Without Killing It Working Knowledge
– The Social Life of Information Working Knowledge
– Knowledge and Organization: A Social Perspective, by John Seely Brown and Paul Duguid
– Sustaining the Ecology of Knowledge, by John Seely Brown
– video: excerpt from “Moving Beyond the Classroom with Executive Education” Harvard Business School; see full agenda
– Situated Cognition and the Culture of Learning with Paul Duguid