In the tech industry, we are most interested in knowledge stock: What do you know? What information can you apply easily? Whiteboard tests, for example, assess a candidate's stock of knowledge.
This focus is holding many individuals, teams and organizations back. As relational complexity increases, individual knowledge stock is insufficient.
What we need is knowledge flow.
When we craft and share knowledge, we enable the best possible decisions, under the circumstances, in the midst of change.
In this talk, we'll explore:
- The difference between information, knowledge, understanding and wisdom. In that group ... what is data?
- How "management" differs from systems leadership
- The emerging practice of developing knowledge systems as a core architectural practice.
As Larry Prusak says, "Companies that don’t adapt to understanding knowledge as a force of production … will slowly die, and will never know what killed them." The same is true for technology teams ... how does this change our approaches?
Diana wrote the O’Reilly book, Learning Systems Thinking: Essential Nonlinear Skills & Practices for Software Professionals. She has 20+ years experience engineering and architecting software systems for organizations including The Economist, The Wikimedia Foundation, Stanford, The Gates Foundation, Memorial Sloan Kettering and Teach For All. Her company, Mentrix, designs systems and publishes...