thinking for a living tom davenport book summary
TRANSCRIPT
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Thinking for A living
Book Summary Tom Davenport 2005 | HBS Press
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What’s a knowledge Worker
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Warren Bennis
managing people is like herding cats
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Julian Orr
Talking about machines - ethnography of a modern job
Knowledge Worker Difference Interventions Measures and
Experiments in Knowledge work
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Knowledge Work Process
A thought regarding the approach • Engineered methodologies Vs • Agile [ Adaptive, people -
oriented]
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Org Tech Knowledge Work
The Matrix overlayed with Technologies
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how to integrate knowledge into the job?
• through systems, • through KM - reference, • through networks of sharing and collaboration, • embedding tech into the jobs
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Develop Knowledge Worker Capabilities
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Watts Humphrey - father of CMM
There is inertia in organizing for tech
… therefore recommended PSP and TSP [personal and Team ]
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Managing the Work Flow
Self service and its pros-and cons?
Do time and effort analysis on knowledge worker ideal work week [Lean – Goputhink]
Eliminate / manage the wastes
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Lake Wobegon Effect
Everyone thinks they’re better than the average Over confidence Invisibility [ lack of awareness]
Garrison Keillor
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Some good Productivity approaches
• use lists• minimize tech complexity, • delegate - get help, • Suspend judgment w.r.t Approach • Effort focused on Org information • Tooling with a purpose
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how to make meetings work
Michael Doyle & David Straus
They tested on more than 10,000 participants, the Interaction Method of conducting meetings .. To improve productivity by up to 15 percent. Demonstrating how time and people can be better used in meetings…
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Invest in Know Workers Networks and learning
• Robert Kelley @ Bell labs – identified the necessity of networks
[ not deep dive ] • Tom Davenport & Sue Cantrell
[Accenture] & Rob Cross [Uvirginia]– how KW get information and solve
problems - with a particular focus on social networks
How Bell Labs creates star performers : Robert Kelley and Janet Caplan, Harvard Business Review (July-August 1993)
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How to Create Star Performers..• Customize services around existing standard products or
services. ] northwest Airlines Westlink Bundle • Mass Produce Customized services that customer can easily
adopt for individual needs ] ASIC Chips , platforms • Move production closer to the point of consumption ] 3D
Print • Provide Quick Response ] MOOC Learning Exams • Modular Design for Customization ] Google – Ara
How Bell Labs creates star performers : Robert Kelley and Janet Caplan, Harvard Business Review (July-August 1993)
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High performance know workers?
• Experiential Learning – Tinker – Explore a lot of careers– Master new domains, – Take Risks – Hands On - on the ground approach
• Invest in personal networks – Personal connections, follow through, Proactive reciprocate,
• Juggle information and priorities
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Physical Work Environment
Study with Sue Cantrell Accenture KW prefer closed offices but
communicate better in open ones! KW collaborate and need to
concentrate
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Richard Florida
Rise of the Creative Class [ CMU Prof]
Geo concentration of talent.. how does it happen?
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Pharmacia
Explains that a lot of the experiments in workspace management havent gotten too far
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The work setting Matrix
degree of segmentation of Work VS degree of individual choice [3X3]
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Managing Know Workers
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Henry Ford
"What i want is a pair of hands to do.. unfortunately i have to take them with a person attached"
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TIM Malone MIT
Knowledge worker guilds Emerging like a community concept
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Systemic controls of management
To foster knowledge work A Mckinsey [7S] like Framework?
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4 Forces of Systematic Controls
recruitment and sourcing environment and workspace structure and organization managerial hygiene
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managerial hygiene … in detail• Align to company objectives • Redesign and improve work • Cognitive Dissonance
– brokering and learning from dissent• Harnessing good intent • enabling boundary spanning • Facilitation - Hot groups • Facilitating social networks