brainroads-toward-tomorrows mental patterns

pyramid2dna

pyramid to dna

Knowledge specialty

Middle of Feb 2016 → I’m going to edit this page soon. In the meantime look here

“To know something,
to really understand something important,
one must look at it from sixteen different angles.

cork board radar medium

People are perceptually slow,
and there is no shortcut to understanding;
it takes a great deal of time.” read more

 

You won’t get a knowledge specialty in school.
You may get a start toward one.

… “It will force us to accept the fact that,
in the knowledge society, learning is life-long
and does not end with graduation.

In fact, that is when it begins.” DOA

iphone

What knowledge specialties are involved in
conceiving, designing, producing, distributing,
improving … a smart phone?

What part of this could be done by a generalist?

 

Dense reading and Dense listening and Thinking broad and Thinking detailed

 

movies in time

movies in time

What about each of the images above?
What were the knowledge specialties back then?

What’s happening over time?

 


 

Knowledge specialties are embedded in the …

Economic content & structure, money flows, efforts, and consumer lives

and other places & types of organizations

What are the knowledge specialties that [will] matter?

Knowledge exists only in application

click the image below

knowledge technology

Knowledge technology

Application on the road ahead

 

It is the very nature of knowledge
that it changes fast and
that today’s certainties
will be tomorrow’s absurdities. — Peter Drucker

 

The primacy of knowledge

 

Economic stagnation and severe social tension from
failure to raise knowledge and service worker productivity

 

Knowledges by themselves are sterile. They become productive only if welded together into a single, unified knowledge. To make this possible is the task of organization, the reason for its existence, its function.

They’re Not Employees, They’re People

 

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The knowledge worker, to repeat, differs from any earlier worker in two major aspects.

First, the knowledge worker owns the means of production and they are portable (to where? — bobembry).

Second, he or she is likely to outlive any employing organization.

Add to this that knowledge work is very different in character from earlier forms of work.

It is effective only if highly specialized.

What makes a brain surgeon effective is that he is a specialist in brain surgery.

By the same token, however, he probably could not repair a damaged knee.

And he certainly would be helpless if confronted with a tropical parasite in the blood.


This is true for all knowledge work.

“Generalists”—and this is what the traditional business enterprise, including the Japanese companies, tried to develop—are of limited use in a knowledge economy.

In fact, they are productive only if they themselves become specialists in managing knowledge and knowledge workers.


This, however, also means that knowledge workers, no matter how much we talk about “loyalty,” will increasingly and of necessity see their knowledge area—that is, their specialization rather than the employing organization—as what identifies and characterizes them.

Their community will increasingly be people who share the same highly specialized knowledge, no matter where they work or for whom.

Read more


The kind of work you want to do, will determine the kind of networks you need to be involved with — your specialty or overlapping.

 

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The Learning Society is Taking Over

Tomorrow's leader

score need a score

Find: “Is Knowledge And Access To Knowledge
Built Into Your Way Of Doing Business?”
in The Definitive Drucker.
You might also try a page search for “translat” and the “isolated”

 

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radar

This means a radical change in structure for the organizations of tomorrow.

It means that the big business, the government agency, the large hospital, the large university will not necessarily be the one that employs a great many people.

It will be the one that has substantial revenues and substantial results—achieved in large part because it itself does only work that is focused on its mission; work that is directly related to its results; work that it recognizes, values, and rewards appropriately.

The rest it contracts out.

The function of organizations is to make knowledges productive.

Organizations have become central to society in all developed countries because of the shift from knowledge to knowledges.


The more specialized knowledges are, the more effective they will be.

… “For the major new insights in every one of the specialized knowledges arise out of another, separate specialty, out of another one of the knowledges.

Both economics and meteorology are being transformed at present by the new mathematics of chaos theory. Geology is being profoundly changed by the physics of matter; archaeology, by the genetics of DNA typing; history, by psychological, statistical, and technological analyses and techniques.” Chapter 48, Management, Revised Edition


… But now the traditional axiom that an enterprise should aim for maximum integration has become almost entirely invalidated.

One reason is that the knowledge needed for any activity has become highly specialized.

… snip, snip …

It is therefore increasingly expensive, and also increasingly difficult, to maintain enough critical mass for every major task within an enterprise.

And because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.

The second reason why maximum integration is no longer needed is that communications costs have come down so fast as to become insignificant.

… snip, snip …

This has meant that the most productive and most profitable way to organize is to disintegrate.

This is being extended to more and more activities.

Chapter 6 Management, Revised Edition

 

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Information gathering and decision thinking

For this to be really useful, you’ll have to harvest interesting ideas and figure out how to implement them across time and within time. There is more on this process further down the page — here

We can only work on, with and toward the “things”
on our active “mental radar.”

safari to scapple

Larger view of image above. Thought collector and idea mapping

Calendarization (working something out in time)

The actual results of action are not predictable

safari 2 scrivener

Larger view of image above

radar limited

Organization actions: creating change to abandonment

scrivener

Scrivener

Henry Jones Grail Diary —
his thinking canvases and notes

grail diary

Larger view of the image below.

Concepts to daily action

Connecting

concepts to daily action

Questions ::: Thinking canvases

Thinking canvases can be used for mapping
limited areas or for everything here

thinking canvas

Connecting the dots

radar limite

Thought generator and a way to map ideas

An important tool for getting from concepts to daily action

thought generation

 

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Exploration

bbx Learning and education

bbx Work life brainscape

bbx About knowledge

bbx Production (very important)

bbx Managing Oneself

bbx Continuing education(site search)

bbx Early Career Work ← needs major re-work

bbx Career work plan development ← needs major re-work

bbx Guidance from Peter Drucker ← need major re-work

bbx Chapters 3 - 10 in Innovation and Entrepreneurship

bbx Big picture thinking landscape

 

Use the Google site search box below to locate more info

List of topics in this Folder

 

 

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“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker


The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

 

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These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

 

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