Growing up.

Recently, for a group project we interviewed a librarian this was part of the process to gain information on the specifics of her role.
When she joined this specific library she had 200 students, now it is a renowned library which is part of an Institute and has 2,500 students. How did she do it?
Myself and my fellow group members, walked away from the interview in awe (I did anyhow).
Reading the chapters and subsequent articles posted in LinkedIn and on BB, I can’t help but wonder the challenges this lady faced and how she needed to build not only a functioning library but a group of people who where willing going to maintain and produce an ever growing library.
As management goes that seems like one tough job. However when you sat an listened to the way she told this story you understood how she did it, she didn’t instil this knowledge of change in order to innovate, she knew you already had this.
Knowledge is in us all we just need that 1 person for us or a team of people to realise “hey I have the ability to do this” an the ability to access it and use it appropriately.
I can see how these terms, knowledge, information, innovation, change, can be interlinked, but the problem I see within the readings is the fact that they all now have management within them, they are all linked and all flow together, from top down to bottom up, it has no other way of working, yes I agree that some part of the organisation needs to have an element of control, as knowledge and power in the wrong hands can lead to disastrous effects.
Reflection in depth:
How can KM be operationalized by information professionals working within larger businesses and organisations?
I don’t know if this is right: To make it work within a larger area it needs to be broken into various sectors or teams with various interests that link it back to the core aspect of the organisation and then each team leader should link in with each other to come together and make it a whole project, like mini brainstorms and then one large brainstorm, it includes everyone’s piece of knowledge that can come full circle into one big project. One it gives leadership a sense of control of the ideas and second it gives everyone an opportunity to give their insight.

Does KM mean something different in an information-specific organisation such as a library?
Reading the article by LEE, that was posted on the LinkedIn website, I can see the problem between the two concepts, as the two are linked, but it seems that the librarian is caught up with the idea of what comes first the chicken or the egg???????
Here I think an overlap of the the two concepts should be integrated or a system of how the two operate within the context of the library and see how they fit, at the end of the day there is no point arguing over two words that potentially can mean the same thing in a given setting.
Can you think of examples of organisational learning and knowledge in places you have worked? How was information encoded? presented? shared?
Coming from a Hospitality Background, information was through speech, information was past on through speech, knowledge was past on via speech, there was no time for innovation from a ground level perspective you were there to work and serve not think!!!! If something needed to be sorted, or changed it was pasted on with reasons, and alternatives, but the change happened at management.
The only thing I can think of is if large functions where booked, the floor staff where the first to be asked “what way shall we lay this out that is easier for you to operate”?
How can you relate KM to last week’s discussion of org’l culture? strategic planning? reflective practice?
It can be related in ways that a culture within one organisation will have ways of operating differently to another, it does not mean it will be better or worse, but for instance change might be a bit slower in one establishment than another for reasons of easing staff into managing this change.
Can you anticipate how KM might relate to upcoming topics such as innovation, change management, and communication?
It will link in as Knowledge is the foundation for innovation, change and communication, if there is no new knowledge or learning there can be no forward thinking.
Until next week!

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ONWARDS AND UPWARDS !!!!!

This week’s aspect of management, got me in a pickle!
On one aspect I understood the case studies, and thought I understood where the different contexts where coming from, and then I skimmed the chapters in the book and I got all cultured up!
I think I began looking at the concept of culture from my sociological degree mind and then tried to bring it in an aspect of a working organisation I got very frustrated and I could not understand why!

I read the piece “What do you mean” and when they said “Culture is similar to cultivating that being a farmer tending his plants, I nearly threw the book on the floor!!
Because in my mind it is nothing of that sort, after learning sociological definitions of culture for 3 years, that is not one of them!

I understand the context culture contains in organisations but it only is the context that maps the making the organisation. The culture can be it’s make-up like the Irish has a social way of bringing together a team or giving a work team a boost, by throwing a party, another culture would see this as crazy!
The other meaning of culture that I took was the change in the actual traditional way of operating as a organisation, culturally that’s embedded in your thoughts, behaviour, and the analysis of the world around you.

This is given in a very good example in the textbook of how now MODERN CEO’S cannot behave like their old counterparts like the Tudor court because they are meshed into all aspects of the organisations which gives them little power to do what THEY want.
After reading the case study on “Google” I really (in a nice way) did not feel very well!!!! I had already heard many stories of people working in Google and how they make the work area a FANTASTIC place to work in so you never want to go home BLA BLA BLA… so after reading it I was like GET A LIFE IT’S ONLY A JOB!
I thought I can’t say this is my blog no one is going to like this, but again I knew I had similar mind thinkers, when Clegg and co. showed their insight into some of their opinions on how their working environment makes them feel. PHEW!

After taking a break from reading for this reflection, I picked up the paper, and inside was the supplement for the “Innovation Dublin 2012” and low and behold, I found exactly something that brings all these aspects together, the inside cover has a big picture of a beautiful nights sky of Dublin’s Liffey, and surrounding the words DUBLIN CITY it had supportive, international, strong, smart, leadership, competitive, all of these where the buzz words used in the case studies that wanted to create a new culture or build up a new culture within a traditional organisation like Ford or a new one like Google.
It uses new thinking with words like “I’m hugely impressed with the quality of teams coming out of Ireland” one article writes about success stories of start up companies, another article, goes on to talk about “The best innovation comes from collaboration”.
After reading for today’s reflection, and looking at the articles in the supplement I am invigorated to go and see how these people keep so positive and keep their ideas all the time changing, maybe I just have a lazy brain that only wants to work 9-5, better start changing….
Wonder what I shall be like when this module is over ūüôā

To Plan or not to Plan!

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Strategic Planning goes round in circles!!!!!!

So in order to set out a plan I need to ask:

1) How much will it cost me?

2) But then by spending all this I will save alot when it is finished and working!!!!??????

But now I have to decide what other aspects of development within my Organisation  I have to forfeit in order to produce this massive document that sets out goals, missions, objectives, aims, guides, results!!!

ANY MORE BUZZ WORDS FOR THE JUSTIFICATION OF THIS DOCUMENT!!!!

Mott (2008) sets out the difference between people not having a detailed plan and how it can work, but this I think needs a closer in depth look at the traits and behaviour of the people within that organisation, the type of planning that works might be a “wing it” approach where other organisations need to have a concrete course set out for various decisions.

Which brings me back to ME chasing my tail!

If I need a plan I shall look to developing that plan and like Stephan (2010) until the time comes where I feel my company needs a good kick!

Then I go about preparing  to set up a plan that should tell me what I did good, where I went wrong and a no fail attitude in a forecast of improvement! So now I need a plan/reason to plan the big plan!

However I have another problem with the above picture I see how Stephan (2010) needed to gather this plan together as there were others involved and a new dean, but if nothing had changed and everyone had been working together why should everything go wrong??? Did some link in the chain break and no one saw to fix it it???

If you need a policy to help you along now what has been guiding you up to now?

Now I’m just dizzy ūüôā

Thinking is one tough job!

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Looking back over my analysis of the readings and thinking about how I thought about each one is, that I always need to refer the reading  to a situation in my work experience.

I need to relate to it in a concrete way if I can’t I will struggle to understand the point being made.

My voice can be strong if I felt that a situation I am speaking about brought back memories and feelings I had in that situation. However I did notice that commenting on other classmate”s blog’s I was giving advice more than giving my view on their thoughts!

As part of my Degree in Sociology we had to produce a¬†reflective¬†journal where by we had a story from a fellow classmate and we had to reflect on it with pictures etc, ¬†as the journal progressed through the semester, my classmate (who had told me a story of her grandma in Hong Kong) was going to visit her over the break. However when she arrived back her grandma had died. My whole semester’s work was about this lady and I had to¬†full fill¬†another 3 weeks work on this. So my lecturer at the time suggested I use the last piece to reflect first on the project second on the relationship I had built with my classmate and lastly how I felt about the situation.

It was a tough series of¬†reflection’s¬†to write and each one I wanted my classmate to see, but then again I did not want to upset her more. In the end it all worked out an I got excellent feedback from the tutor and lecture and my classmate gave my journal to her family for keepsake. It is something I will never forget!

The Reflective scale has me at the top, Justifying my actions along with looking for a deeper meaning but then I skip the middle and fall to the bottom by revisiting experiences!

I like the style the blog gives you when writing I don’t prepare anything I do the readings and as I think about them I blog. I feel it needs to work together not separate. ¬†And this blogging is new to me and I feel quite confident!

Maybe I could think more about the academic side of the readings and focus less on my situations as mine are certainly not going to be the answer to all management issues!

However I am going to keep this reflective thinking in everything I do, it’s fun!