Podcast appearances and mentions of harold jarche

“The technology we’re working with today really makes a lot of those best practices and mental models and the whole toolkit more accessible than ever to more people.” –Marshall Kirkpatrick About Marshall Kirkpatrick Marshall Kirkpatrick is founder of sustainabilty consultancy Earth Catalyst and AI thinking tool What's Up With That. His many previous roles include founder of influence network analysis tool Little Bird, which was acquired by Sprinklr, where he was last Vice President Market Research. Website: whatsupwiththat.app LinkedIn Profile: Marshall Kirkpatrick What you will learn How generative AI transforms cognitive tools and lowers barriers to advanced thinking Techniques to combine human and AI-powered sensemaking for richer insights Practical strategies for filtering and extracting value from infinite information The importance and application of diverse mental models in modern decision-making Methods to balance manual cognitive work with AI assistance for optimal outcomes The role of adaptive interfaces in enhancing individual cognitive capacity Metacognitive approaches to networks and how AI can foster organizational awareness Ethical and societal implications of democratizing access to AI-powered cognitive enhancements Episode Resources Transcript Ross Dawson: Marshall, it is awesome to have you back on the show. Marshall Kirkpatrick: Oh, thank you, Ross. It’s such a pleasure to be reconnecting with you here. Thanks for having me on. Ross Dawson: So back you were very, very early on in the podcast when it was Thriving on Overload, and it was interviews with the book, and you got incorporated—some of the wonderful things you were doing in Thriving on Overload. So I think today, in this world of generative AI, which has transformed everything, including the way in which we think, the Thriving on Overload themes are still super, super relevant, and in a way, we need to be talking about them more. That theme at the time was finite cognition, infinite information. How do we work well with it? I don’t know if our cognition has become more finite, but the information has become more infinite, and there’s just more and more. But also, it cuts two ways, as in, what is the source of all the information? AI is also a tool. So anyway, let’s segue from some of your cognitive thinking tools, technology-enabled cognitive thinking tools and so on, which we looked at. So how do you—where are we? 2026, what do you think about human cognition in our current universe? Marshall Kirkpatrick: Well, especially when you frame it up in Thriving on Overload terms. I mean, those were four, five long years ago that we last spoke, and the book that came out of it was just fantastic. I think it has some timeless qualities, and I think that the technology we’re working with today really makes a lot of those best practices and mental models and the whole toolkit more accessible than ever to more people. That’s what I hope. I think that, yeah, between individuals and organizations, there’s so much that, historically, someone like you or me or the people closest in our networks were willing and able to do and excited to do, that many other people said, “That sounds like a lot of work.” The bar is lower now, because a lot of just the raw cognitive processing can be outsourced into a technology that serves as a lever. Ross Dawson: Well, I mean, that idea of levers for these cognitive tools is interesting. I guess, the very crude way of saying it is, we’ve got inputs into our human brain, and then we are processing information. I’m just thinking out loud a bit here, but it’s like, okay, we have tools to be able to filter, to present, to find what is most relevant, to present it to us in the ways which are most useful—very obvious, like summarization, visualization. Then as we are processing it ourselves, we have dialog, or we can have interlocutors who we can engage with and be able to refine and help our thinking. Does that sort of make sense, or how would you flesh that out? Marshall Kirkpatrick: Yeah, I mean, when you put it that way, it makes me think about Harold Jarche and his Seek, Sense, Share model, right? I think that AI, especially when connected to things like search and syndication and other traditional technologies, can impact all three of those stages. It can hypercharge our search. I think the archetypal example of that, on some level, feels like the combinatorial drug research being done, where just an otherwise cognitively uncontainable quantity of combinatorial possibilities between molecules can be sought out and experimented with for a desirable reaction. And then that sensing, or the pattern recognition that AI is so good at, is something that we do as humans—some of us better than others—and it’s a lifelong muscle to build and what have you. But the AI is really, really good at it, and so it’s a ladder to climb up in some of that sensing. And then the sharing component becomes so much easier with the rewriting capabilities—turn A into B, reformat something into a summary or a set of bullet points, or ideas and words into code. AI is just so excellent for that translation that makes new levels of sharing possible. Ross Dawson: That’s fantastic. Yeah, I had Harold on the show again in the Thriving on Overload days. But you’re right, that’s extremely relevant. Let’s dig into that. I love that you brought up that combinatorial search, which is so important. As opposed to going into Perplexity to do a search, it’s far more interesting to find the uncovered connections between things, which are relevant to what you’re doing. And that’s— Marshall Kirkpatrick: Absolutely. I remember reading, years ago, Dan Pink’s book “A Whole New Mind,” which preceded the generative AI era. But he said, if your kind of work is something that’s easily reproducible by computers, good luck to you. You really are going to need uniquely human practices in the future, and what exactly those are, I’m not sure, because the one that he identified, I don’t think has proven to be uniquely human. But I really appreciated learning about it from him, and that was what he called symphonic thinking, or the ability to draw connections between seemingly unconnected phenomena. So for many years, I have been doing a personal exercise with pen and paper that I call triangle thinking, where I’ll take three different phenomena—maybe that’s the owl outside my window, one of the notes that I’ve taken on paper, and something I come upon on the internet, or maybe it’s three very deliberately related things. I label them A, B, and C, and I ask, what might A have to say about B? What might B offer to A, and vice versa? I write out the six unidirectional connections between those things. And without fail, one, two, or three of those end up being real keepers, where I say, “Aha, that’s a really interesting idea. I’m going to take action on that.” And now, by the time I’ve got the letter B written out, an AI has done that ten times over. I like to do it both ways—still both AI and with my naked brain—but that combinatorial ideation, the generative combinatorial ideation, is, yeah. I’m curious what your thoughts and experience and hope for that might be. Ross Dawson: Well, there’s a prompt I use called “Apply Diverse Thinking,” where it generates extremely diverse perspectives on a topic—who might those very unusual people to think about something be, and then what would they think about this particular situation? Of course, there are a whole array of different thinking tools. There’s Marshall McLuhan’s tetrad, which is a little bit similar to your thing where, again, you can and should do it—well, not manually. What’s the manual equivalent of brain? Marshall Kirkpatrick: Thoughtfully, perhaps. Yeah, good one—deliberately, manually. I mean, Azeem Azhar over at Exponential View uses a fountain pen and paper and will sometimes have his team come online and they’ll do two-hour thinking sessions with no AI allowed. They just get on, I believe, Zoom, and just think through things with pen and paper, individually and together. And then they’ll kick off OpenAI or what have you, and use all the tools afterwards. Ross Dawson: Yeah, well, a couple of things. Actually, research has shown that in brainstorming, it is better for everyone to ideate individually before doing it collectively. And of course, that’s unaided. I think there are analogs there where—actually, one of the frameworks I just released last week was basically to say, think it through for yourself before you ask the AI, because then you have a reference point. If not, you don’t have a reference point to say, “Well, what am I expecting it to do? Let me think it through for myself,” even if it’s just a little bit, as opposed to just going in blank—”All right, give me an answer.” Just that simple thing of thinking through for yourself first is enormous. What it does is, obviously, give you a reference point for that. And I’m going on a lot about appropriate trust at the moment—as in, trust the AI enough, but not too much, which I think is absolutely critical capability. And part of it is being able to say, “Well, this is what I think it should be giving me.” Now you have a reference point for what it gives you. Marshall Kirkpatrick: Yeah, that sounds great in many cases. I do think that’s the right tool for the job in a lot of places, but not necessarily all. I’m thinking of the Iron Triangle of product management—fast, cheap, good, pick two. On some level, just handing the AI the keys for certain decisions is uniquely fast and cheap, right? And maybe it’s good enough. Ross Dawson: Oh yeah. Well, you’ve got to choose your battles, because if you’re now doing ten times what you were doing last week, then maybe for a tenth of those you can do some thinking before you delegate it to the AI. Marshall Kirkpatrick: Yeah, a strategy for how to do that. I think, well, that sounds important—some checkpoints along the way, some random selection of testing things. Ross Dawson: Well, that’s interesting. One of the critical things people talk about with AI model oversight is sampling. As they say, “Okay, I’ve got 1,000 outputs—I’m going to take 20 of them and check how good they are.” You’re not checking every output, but you’re doing some kind of ongoing sampling. Marshall Kirkpatrick: Are you checking with your own deliberate brain, or are you checking with another AI? Ross Dawson: It could be either, depends on the case—how critical it is. This comes back, of course, to the fact that accountability is only human, and so the human who is accountable has to make that decision: “All right, I’m happy for another AI to check it,” or, “Actually, I want to go in myself to see.” And that’s a judgment call. Marshall Kirkpatrick: Totally. And it feels like a process design issue and a personal accountability matter. I mean, “The AI made me do it” is not a viable excuse. Ross Dawson: Let’s hope it remains that way. So, good for those Seek, Sense, Share stages. Sense is one of your superpowers, both in the way you think and also the way you use the tools. It’s probably worth introducing—now you’ve just released this wonderful product called What’s Up With That. So just tell us about the product, but also, I want to go to the bigger context of sense—sensemaking, how we use it generally, how AI can use that, and your role with the tool in that. Marshall Kirkpatrick: Yeah, you know, I think there are so many different ways that sense can be made of anything, so many different ways that anything you read or think about or do can be put into context. It’s just overwhelming. I think we all have our favorite—not all of us, but those of us who are into this have our favorite tools, our favorite ways to—you know, a lot of people will think about something in terms of its past, its present, and its future, or they will break it down in analysis into parts, or they’ll synthesize it together with other phenomena and see how to understand. I think sometimes of the famous Donella Meadows quote, the mother of systems thinking, who said, “Systems thinking isn’t any better than analytical linear thinking than a telescope is better than a microscope.” So there’s just a superabundance of fascinating, powerful tools that all provide different views on anything we’re trying to make sense of. One of the things that I’ve always found a lot of joy and usefulness and power in is learning about new lenses and processes and tools. Now that generative AI has put the ability to develop software into my hands—instead of having to go and hire someone else to build that software—I have built a system that takes as many of those different models and lenses and processes for making sense of something as I can. I mean, it would be trivial to pull up a list of 200 mental models. I might go visit Shane Parrish’s website and The Knowledge Project. I think of ones that would be particularly useful, like, “Tell me who the intellectual predecessors are of this thing I’m reading,” or one of the other capabilities inside of What’s Up With That—my favorite, probably, is a combinatorial one called Fertile Edges. That says, “Take what I’m reading right now, identify the topic that it is a constituent of, and then find other adjacent topics where innovative people have built bridges between those adjacent topics and what I’m reading about, and tell me who those people are.” And that’s really fun. So I have built this sensemaking system, and that’s a part of What’s Up With That. There are really three parts to it. The first is, it analyzes whatever you’re reading or watching, and it pulls out the net new, truly novel, most notable elements. Yesterday, I was telling you, it was a little bit inspired by the US military intelligence guideline that says, when you’re writing up a report about something, focus on what’s new in that situation—tell us what we don’t already know. That’s the first thing that What’s Up With That does. It says, “All right, here’s what’s new in this document relative to its field,” because we just drew a real-time map of the state of the art, and we say, “Okay, here’s what’s really novel there.” The second thing that it does is that toolbox full of all the different mental models and lenses, and it recommends a sequence. One of my favorite books I ever read was “On Grand Strategy,” about strategic thinkers throughout history, who talks about the significance of thinking in terms of sequences of actions. So now, What’s Up With That will say, “Here’s a sequence of analytical lenses we recommend that you subject this document to,” and with a click, it’ll go and do that for you—it’ll do that cognition for you and then just give you a report. The third thing that it does is probably—it, the shorthand for it is compound learning. You don’t have to remember all the things that you read anymore, because our system extracts the causal claims from everything you read, archives them, and then compares everything you read in the future that you analyze with our system to your library of causal connections in the past, to say, “Whoa, we just found a chain of claims that could surface a multi-step risk or opportunity that’s relevant to your work.” We do that both for your data exhaust—your history of things you’ve analyzed—and we do persistent monitoring of the web to detect anything that could be relevant to a project or chain by that same kind of symphonic synthesis and connection. So those are the categories that it has. Ross Dawson: Yeah, I think you’re only scratching the surface of what your tool actually does, and obviously, more generally, these are just pointing in wonderful ways to how you can go beyond saying, “Tell me about this, ChatGPT,” to some far more nuanced ways of getting AI to do it. Marshall Kirkpatrick: People have had the same challenge with Google, historically. Google has struggled with that, to figure out—”I’m feeling lucky” was probably the first intervention in a novice, beginner’s mind, coming to a hyper-complex opportunity space. Even still, now, 20 years since Google launched, I feel like you can tell people that they can search for “site:domain keyword” to find instances of that keyword not in the web at large, just inside that specific domain, and most people don’t know that. It’s a simple power, and there’s a bunch of things like that. So figuring out how to unlock—and I don’t know how much they’ve even worried about it, because they’ve got that cash cow of advertising—but people don’t even recognize, sometimes, whether they’re clicking on an ad or a search result. In polls, when people are asked, they say, “No,” even if they put the ads at the top or mark them as ads, or a bunch of stuff they do do, but nobody notices. So that interface of complexity and accessibility and scale—we’re in it again here now, in this generative AI era. There’s so much more that could be done than is immediately obvious. It’s a real challenge. So I’ve taken the approach that I have, which is to roll up a bunch of that and turn them into buttons and recommend them automatically and try to recommend them just in time, and stuff like that. But I’m sure lots of different people are going to try to respond to that gap of simplicity and complexity in different ways. Ross Dawson: Yeah, that’s—which comes back, I think, a little bit to, you know, I firmly believe that the heart of the future is interfaces. We have these extraordinary capabilities—against finite cognition and infinite capabilities, let’s call them. That’s very much to the individual. The adaptive interface, I think, is going to be absolutely critical. All right, well, it’s after lunch and I’m not feeling so—the interface adapts to you. Marshall Kirkpatrick: So I heard you say that. Ross Dawson: The interface adapts again. Marshall Kirkpatrick: Right? I heard you say that in a conversation with Ramez Naam some time ago. I was listening to that interview that the two of you did together while I was playing hacky sack out in front of my house. I grabbed my hacky sack and I said, “I’ve got to go inside and do something about this idea of Ross—yes, interface variability.” In that case, I did a little experiment that I didn’t implement because I decided not to, but the general idea I want to pursue further, and I’ll tell you what that experiment was. One of the capabilities inside of What’s Up With That is that you can get a reading review synthesized, so that instead of just a list of links, you can get a narrative document exploring the themes, weaving together the last ten articles that you’ve read, and it’s easier to remember and to think about. I decided to hit the Nanonets API and have an image put up at the top that illustrated the themes. Now, maybe it’s just because I read a lot of dystopian AI, authoritarian politics type of stuff, but the images were terrifying, and they’re kind of expensive and slow, and they also look kind of repetitive. I was like, “All right, Ross, I haven’t cracked that nut quite yet in the variable interface, but I think you’re really on to something there.” Ross Dawson: I’ll try to work on that too, a little bit. So coming back to this wonderful thing we laid out, alluding to some of the wonderful ways we can use for really rich investigation of ideas and how to think. It comes back to this frame of mental models. All of us get our mental models from the moment we’re born—we get this understanding of the world, which is hopefully useful. Sometimes, some people’s mental models are not very effective in guiding them in how they work. Our role is to continue evolving, getting better. I call it enriching mental models. Back in my first book, I talked about that, and of course, that’s in the context of the world changing, so mental models can’t be static anyway. In a way, what you’re pointing to is the many, many ways in which we can, at one point, improve our mental models. All right, I understand this linear lineage of thinking, and I can see the strands between that, and these neurons are connecting in my brain in some form. But how can we pull to that bigger picture of all of this lattice of things to be able to say, “All right, I am actually thinking better through these interactions”? Marshall Kirkpatrick: You know, I think that there is a visceral sense—a sense of safety that can come sometimes when a new mental model illuminates a risk that you hadn’t considered before, and you breathe a sigh of relief and say, “Oh, thank goodness, I can now account for that.” And there’s an excitement with opportunity. There is something about a collective greater-than-individual opportunity here, because it’s tempting to—I’m not sure what that looks like, but I feel like there’s some social and interpersonal and network-based. One of the other things I do is build systems for network self-awareness, to build metacognitive network monitoring kinds of systems. I feel like there are mental models on that level as well. Ross Dawson: So I’ve got to dig into that—metacognitive network monitoring. Explain Marshall Kirkpatrick: Yeah. So every one of us, and our organizations, exists in a network of customers, suppliers, competitors, regulators, thought leaders, with orbits that extend out. The signals are strongest in the closest ones, and perhaps they are weaker and harder to hear, but really significant coming from outer orbits—even from other industries or other topics. It is overwhelming. It is cognitively uncontainable for any of us to keep up with all the work being done, all the thoughts being shared, all the new developments and opportunities from all the different entities that we’re interconnected with. One of the other offerings that I build for organizations is a system where I go out and map as many of those as possible with people. Those might be your target accounts you’re wanting to sell to, or your peers in a community of practice. Then I set up systems, basically using RSS, email newsletters, web page change notification—the technical underpinnings—to say, especially when organizations are—there are some forms of communication that organizations do naturally by default, and those tend to be speaking to their own customers. If you can listen to what organizations are saying to their own customers at scale, you can pull in a large quantity of signal, and then the challenge is to winnow that down into just the filtered signals that are most relevant to your priorities. I’ve got a system that uses AI to do that. Then there are combinatorial possibilities as well. I’ve started merging that in with What’s Up With That now, for example, where when we’re watching your broader network and a signal gets picked up on the back end, we’re generating hundreds of possible scenarios for that signal to intersect with your work and projects and priorities, and then we’re filtering to say, “Yeah, but tell me just the subset of these that are most significant and imminent and actionable and interesting.” If there’s something, then we will alert you and tell you what’s going on. Otherwise, you never hear from us, and you just go about your business. But a couple times a day, I get alerts. Yesterday I got an alert that said, “Hey, one of the founders of Manus, the AI platform that Meta just acquired for $2 billion, just got detained in China trying to go back to Singapore. Given your interests in AI and anti-authoritarian politics and the infrastructure battles around AI, we thought you might want to know about this.” I said, “Thanks, What’s Up With That, I really appreciate it.” That’s an example of the sort of thing—so that’s how I do it. Other customers will take that and use it to populate a podcast or a newsletter, and do both an intake and an output as a conduit of that kind of network self-awareness. Ross Dawson: Yeah, well, as you know, my kind of—my metacognition is my mantra. I think one of the key points is this simple question: How can AI assist me in getting to a point of metacognition? I would argue, if we use AI even vaguely well, it’s already doing that, because you’re saying, “Okay, well, let me think about what I can do and what the AI can do,” and you’re starting to think of that system. The only thing that enables this humans plus AI is metacognition, because you can actually see above and see your role and the AI’s role. I think this broader question of saying, many of the things you’ve been talking about are how AI is helping us to get to a point in metacognition. Marshall Kirkpatrick: Ross, can I ask you a question adjacent to that? I think I am not the only one who wants to know, perhaps—and maybe this is a trade secret, I don’t know—but how you think about your analysis and sharing of scientific research papers online? You’re so good at that, and you do a lot of it, and it’s really valuable. It comes to my mind when you talk about metacognition—what role does that function, what are you doing there, what role do you see that playing in this bigger conversation? Ross Dawson: Well, I’ll just tell you the mechanics of it, which might partly answer your question. I go into, often, three or four of the AI engines, including Grok, actually, because it’s very good at search. I say, “Tell me the most interesting research papers in the last few weeks,” whatever—on, I might say, human-AI collaboration or AI and strategy, whatever it might be, just different frames. Then I go and look at them. To be frank, I probably should do some more filtering with AI and tell them, “Only from reputable authors,” etc., because I have to just look at a lot of stuff, but that’s useful in its own right. Then I start to see, okay, this is a paper which is not only interesting, but actually would be useful to summarize for other people. I do a lot of surfacing—a lot. I’m very quick at scanning, so that’s just a mental process. At that point, when I found the paper, I’ve got a Gemini gem and an OpenAI GPT, both of which I call Insight Distiller. Basically, I stick the paper in there, it comes out, and I always rewrite it. I will either prompt the AI to improve it in various ways, and then always just rewrite or choose which of the points I put in, and so on. So there’s actually a fairly manual process, but very, very AI-assisted. To your point, there’s so much extraordinary research going on, and people don’t look at it. The function, I think, is what you’re alluding to—it’s just like saying, “This is the essence of a paper, and you can read it in a few minutes and get some really good insights, and hopefully that will inspire you to go have a proper look at the paper, because there’s a lot more in there.” To myself, of course, going through all that is enormous and valuable to me, but it’s useful to others too. Marshall Kirkpatrick: Absolutely, wow. That is a high-touch. That’s great. I bet you really have a lot of compounding learning as a result of it. Ross Dawson: Yeah, it’s kind of this thing where, just the nature of how my brain works and my immersion in stuff, I think it somehow gets me to some decent understanding of what’s going on. So to round out, what’s the next phase? I think this is an extraordinary time, but in the frame of what we’re talking about—AI and cognition—from your perspective, or just the world’s perspective, where do we go from here? Marshall Kirkpatrick: Well, I think that it comes down, in part, to values. I can’t help but think about this K-shaped future that we risk moving towards, where some people are using all kinds of augmented capabilities and building on top of past experience and education and what have you, and income inequality just gets more and more intense. The gap between people who are excited about this stuff and can use it, and everyone else, just gets all the bigger. That’s not good for anybody. I really hope that isn’t the case. I’d love to get the J of exponential change without too much of the K of increasing inequality. I think that’s the direction we’re pointed in, but I do hope that we can democratize access to a lot of these capabilities and figure out how to use them in partnership with other ways of thinking—like Azeem and his team, writing on paper, like some of the indigenous traditional knowledge practices around the world that are very place-based and around ecosystem balance and recognizing humans as a part of nature, working with AI and technologies. I’d love to see this be an additive experience, more than a destructive experience for humanity and the rest of the planet. Ross Dawson: Yeah and that’s why you and I both working on is doing whatever we can to nudge things in those directions. So where can people go to find out more about your wonderful work? Marshall Kirkpatrick: Well, these days, I am pointing people mostly to whatsupwiththat.app. That’s kind of my home these days for all the different work. Ross Dawson: I’ll recommend it. Marshall Kirkpatrick: Oh, thank you so much, Ross. Ross Dawson: Very useful, and I’ve only just begun to use it so— Marshall Kirkpatrick: Awesome, well, let’s stick some of those papers in there and red team it and hit “Find Science” and get other scientific reviews of the claims in the paper, etc. Thanks—it’s so great to be back in touch with you here and not just watch from a distance, but to get to put our heads together like this is a real pleasure. Ross Dawson: Thanks so much, Marshall. The post Marshall Kirkpatrick on cognitive levers, combinatorial possibilities, symphonic thinking, and compound learning (AC Ep39) appeared first on Humans + AI.

SHOW NOTES: In this episode of the LDA Podcast, Matt and Clark are joined by longtime friend of the show Kat Koppett for a thoughtful and lively conversation about how we think, learn, and make sense of the world. The discussion opens with a substantive exchange on whether critical thinking can be taught as a general skill. Matt argues that critical thinking depends on deep domain knowledge rather than generic techniques. Clark challenges this view by drawing on research by Peter Ellerton and earlier work by Valerie Shute and Jeffrey Bonar, exploring the limits and possibilities of instruction and transfer. To clarify the debate, Matt introduces a shared definition of critical thinking based on Peter Facione's framework. Kat reinforces the point by noting that people struggle to think critically without relevant information, echoing ideas popularized in The Invisible Gorilla by Christopher Chabris and Daniel Simons. The conversation then turns to generational differences in thinking. Clark introduces Harold Jarche's Personal Knowledge Mastery model, which leads to a broader discussion of experience, learning, and whether “digital natives” actually think differently. Hint... they don't exist. They push back on generational myths by highlighting research showing little difference in search strategies across age groups. The episode closes with Matt reflecting on the enduring influence of developmental psychologist Richard Lerner and his work on human development. Selected References Facione, P. A. (2011). Critical Thinking: What It Is and Why It Counts. Ellerton, P. (2022). Thinking Skills and Creativity. Shute, V., & Bonar, J. (1986). Chabris, C., & Simons, D. The Invisible Gorilla. Lerner, R. M. (1976). Concepts and Theories of Human Development. Jarche, H. Personal Knowledge Mastery: https://jarche.com/pkm/ 

Jeff Hittenberger discusses love, wisdom, and human flourishing in education on episode 541 of the Teaching in Higher Ed podcast. Quotes from the episode Curiosity isn't just about finding answers; it's about opening up to understand other perspectives. -Jeff Hittenberger Nurturing environments where students feel valued and guided towards their fullest potential can transform educational experiences. -Jeff Hittenberger Resources Education for Love and Wisdom: Effective Teachers for Challenging Times, by Jeff Hittenberger, Pamela Tupy Scott, Andrew Ntzouras, Renee Rose, Alexander Lin, Jeffrey Kim, Joanne Van Boxtel, Megan Chaney, Rebecca Spady, Glen Warren, Christine Hittenberger-Corbin, Seon Chun-Burbank The Path, by Laurie Beth Jones* Inside Out 2 Harvard University Human Flourishing Program Education for Love and Wisdom Podcast Mendez v Westminster Season 3 | Education for Love and Wisdom Podcast | Love, Wisdom, and the History of American Education with Sylvia Mendez United Way Cultures United Series: Expanding Choice and Opportunities: Access to Meaningful Work and Housing Options for Adults with Disabilities “We need to seek out the different. Curiosity is the key to progress as individuals and as a society in times of extreme complexity.” - A Unique Opportunity, by Harold Jarche

We welcome back Emma Weber for part II of our conversation about coaching. This episode focuses on the qualifications and requirements for what makes an effective coach. We start with how to go about finding a coach.  Emma offered to provide any listeners with her Assessing Coaching Capability Grid. You can get it here: https://mailchi.mp/leverlearning.com/svcitt67nx  We briefly discuss Self-Determination Theory, a motivation model widely researched and used globally. You can learn more about it here: https://selfdeterminationtheory.org/ We talk about Paul Kirschner and John Sweller who have researched and talked extensively about explicit and direct instruction versus the "in the flow of work" folks like Conrad Gottfredson and Bob Mosher from 5 Moments of Need. You can learn more about the thoughts of Paul here: https://3starlearningexperiences.wordpress.com/ And 5 Moments of Need here: https://www.5momentsofneed.com/  Clark references Harold Jarche's Seek, Sense, Share: https://jarche.com/pkm/ We also talk about the professionalization of coaching. Should coaches... how can coaches... be certified? Can coaching be standardized?  And we talk about coach bots. Of course, we end with the Best and the Worst where we discuss conference season and who attends the sessions. Shameless plug for Matt's new book with Thiagi on LDA Press... you can pre-order it here in French or English: https://ldaccelerator.com/techniques-interactives-pour-lapprentissage And additional shameless plug... LDA has partnered with the Center for Self-Determination Theory to produce a new, monthly podcast/ video cast where we engage with a researcher/ practitioner in the motivational psychology field about their respective work. You can find the show, and subscribe to it, here: https://ldaccelerator.com/sdtpodcast For those unfamiliar with Emma, she is the founder of Lever – Transfer of Learning, and developer of the Turning Learning into Action™ methodology. In 2002 Emma left a successful corporate career in London to start her own business in Australia, following her passion for coaching and learning. Her firm belief, and the platform on which she has built her successful global business, is that the goal of learning in the workplace is to create tangible business benefits. She established Lever – Transfer of Learning to help organisations and their employees convert learning to effective action back on the job. Under her guidance Lever Learning now delivers programs throughout 16 countries and in 11 languages. She is the author of Turning Learning into Action: A Proven Methodology for Effective Transfer of Learning, published by Kogan Page in 2014. You can find Emma via her website: https://transferoflearning.com/ or on LinkedIn: https://www.linkedin.com/in/emmaweber/.                                    

Matt and Clark are so happy to have our dear friend and colleague, Elham Arabi join for the episode. In this show, we explore the nuance, and sometimes vague aspects, of culturally responsive learning and how that intricately ties to research and practice. In other words, what are the business cultural facets that affect learning initiatives. What norms, standards, values, and political schema all have impacts?Matt shamelessly references his own model for why stakeholders say no... (1) They don't buy the premise-- they don't accept the problem as stated. (2) They don't buy the solution. They accept the problem as stated, but not the solution you offer. (3) Or, they accept the problem AND the solution as offered, but don't like or trust you to deliver it.Elham referenced Adam Grant's book Think Again: The Power of Knowing What You Don't Know. If you want to watch the debate between Clark and Will, you will have to join LDA at the platinum level to access the video here: https://ldaccelerator.com/joinMatt references Self-Determination Theory (SDT). SDT is a widely research theory for how people are motivated. The premise is that all humans have three basis psychological needs (autonomy, competence, and relatedness). When those needs are met, one is more likely to be intrinsically motivated toward a task. When they are undermined, one is like to be more extrinsically motivated, or not motivated at all. The theory was initially devised and studied by Edward L. Deci and Richard M. Ryan while they were at the University of Rochester. Here is a link to an article Matt wrote on the topic in context to learning: https://ldaccelerator.com/lda-blog-1/open-the-motivational-door-and-let-the-learners-in-and-keep-them. The checklist Matt references can be found here: https://ldaccelerator.com/motivation-checklist.Clark references Amy Edmundson and her work on Learning culture: https://hbr.org/2008/03/is-yours-a-learning-organization and Harold Jarche's talks about how well you share with others: https://jarche.com/2014/02/the-seek-sense-share-framework/. Clark also references Geert Hofstede and his work on Cultural Dimensions. Mindtools offers a nice summary here: https://www.mindtools.com/a1ecvyx/hofstedes-cultural-dimensionsElham references The Culture Map: Breaking Through the Invisible Boundaries of Global Business by Erin Meyer.She also references Mark Britz and James Tyer's Social by Design: How to Create and Scale a Collaborative Company.Matt highlights Thiagi's SPARK Model for Trust: Selflessness, Predictability, Authenticity, Relatedness, and Know-How.Matt referenced the Heterodox Academy founded by Steven Pinker, founder here: https://heterodoxacademy.org/You can find Elham on LinkedIn here: https://www.linkedin.com/in/elhamarabi/More on Elham... She is an award-winning learning designer and global consultant in corporate and higher-ed with more than 15 years' experience in the US, South-East Asia, Europe, and the Middle East. She has championed better evaluation practices in several organizations and done practical research on evaluation to ensure efficiency and effectiveness of learning programs that lead to learning transfer and impact. She holds a PhD in Interaction and Media Sciences from the University of Nevada, where her thesis was on enhancing training design based on training evaluation to investigate the effects on training transfer. 

The post Harold Jarche on personal knowledge mastery, the Seek, Sense, and Share framework; networked learning, and finding different perspectives [REPOST] (Ep67)  appeared first on amplifyingcognition.

Networks change how we work, lead and even think. Is hierarchy replaced by “wirearchy”? What new skills do we need to master? 25 years ago, Jon Husband was one of the first to perceive the transformational effect of networks on work and business; Harold Jarche envisioned that they require a new form of literacy. Leading figures of the "future of work," Jon and Harold discuss the implications of the networking phenomenon on our lives in the office and beyond. See the show notes on my website for quotes, more info and links.For more on Jon Husband and Harold Jarche:Read Jon Husband's ebook Wirearchy - Sketches for the Future of Work (2015) Watch Jon Husband's talk at SocialNow Lisbon (2019): “Wirearchy: Strengthen Your Organisation by Creating Stronger Connections” Read Harold Jarche's Perpetual Beta e-book series and subscribe to his blog Register for a Personal Knowledge Mastery (PKM) workshop hosted by Harold Jarche Read the books & articles mentioned in our conversation, as well as Jane McConnell's The Gig Mindset Advantage: Why a Bold New Breed of Employee Is Your Organization s Secret Weapon in Volatile Times (2021) Connect with Jon Husband on Twitter and on LinkedIn Connect with Harold Jarche on Twitter and Mastodon and on LinkedIn Curious to use these ideas in your work? Get in touch with me!Website weneedsocial.com/LinkedIn linkedin.com/in/celineschillingerInstagram instagram.com/dare_to_un_lead/Twitter twitter.com/CelineSchillMastodon https://mastodon.social/@CelineSchillYouTube youtube.com/c/CélineSCHILLINGER Hosted on Acast. See acast.com/privacy for more information.

#239 - Da Chi Ho ImparatoChi sono i miei ispiratori? Chi ha modellato il mio modo di vedere e di pensare alla comunicazione?Quando ho detto ad un mio allievo che non si può essere unici e originali se prima non si impara a copiare, lui ha detto: “Ah, ma allora, i miei guru, quelli a cui io guardo come i massimi esperti, chi ci li ha messi li dove sono? Da chi hanno imparato? Chi li ha ispirati? Da chi hanno copiato prima di trovare la loro strada?Robin, ma chi sono stati i tuoi maestri? Ecco una prima lista, certamente incompleta, ma significativa:• Stephen Covey - arte della disciplina personale - habits• Kenneth Blanchard & Spencer Johnson - arte del gestire in maniera semplice, ma efficace le cose complesse• Clement Mok (DADI) - strategia di design e progettazione• Saul Wurman - information architecture• Jeff Walker - strategia di vendita• Frank Kearn - fare marketing senza fare apparentemente i saputi, ma invece essendo simpatici, affabili• Edward Tufte - information design• Karen Schriver - information design• Kevin Kelly - 1000 true fans - Whole Earth Catalog • Robert Scoble - esploratore instancabile di tecnologie, gran curatore e condivisore• Jeff Jarvis - giornalismo• Doc Searls, Steve Gillmor, David Weinberger (Cluetrain Manifesto)• Ted Nelson - collective intelligence• Howard Rheingold - critical thinking• Maria Popova - curation• Rohit Barghava - curation• Harold Jarche - personal knowledge management• Alan Watts - peace of mind • Carlos Castaneda - path with a heart• Timothy Leary - evolution, psychology• John Lilly - deep mind, human-dolphin• Erich Fromm - love-------------Info Utili• Ottieni feedback, ricevi consigli sul tuo progetto online Entra nella comunità di imprenditori indipendenti di Robin Goodhttps://robingood.it • Musica di questa puntata: "Ergo" by Birocratic - disponibile su Bandcamp:https://birocratic.bandcamp.com/track/ergo• Nella foto di copertina: Gli occhi pieni di stupore e curiosità di Leo, il mio primo nipote. (2015)• Dammi feedback:critiche, commenti, suggerimenti, idee e domande unendoti al gruppo Telegram https://t.me/@RobinGoodPodcastFeedback• Ascolta e condividi questo podcast:https://www.spreaker.com/show/dabrandafriend • Seguimi su Telegram:https://t.me/RobinGoodItalia (tutti i miei contenuti, immagini, audio e video in un solo canale) • Newsletter:Robingood.substack.com (ENG) Robingooditalia.substack.com (ITA) • Per info e richieste:mailto: Ludovica.Scarfiotti@robingood.it

Welcome to Series 3, Episode 3 of the Future of Internal Communication podcast, brought to you by the Institute of Internal Communication.   In this episode, we're chatting with special guest Harold Jarche. Harold is a globally renowned blogger who helps organisations rethink their approaches to learning, work and innovation in the digital age.   Jen, Dom and Cat chat with Harold to explore the disruptive nature of digital communication and to examine the role internal communication can play in improving social cohesion at work for enhanced collaboration, engagement and productivity.    This podcast series is produced for the Institute of Internal Communication by Jess Williams and Olasubomi Tolu-Ogunpolu.

Harold Jarche has been an independent consultant for almost two decades, working with individuals, organizations, and public policy influencers to to improve collaboration, knowledge sharing, and sensemaking. He is author of the Seeking Perpetual Beta ebook series and has been running the very popular Personal Knowledge Mastery online workshop for many years.

Partindo de um modelo desenhado em 2020 por Ana Neves, este episódio debruça-se sobre a relação que existe entre dados, de conhecimento e de inovação. Ficam ainda duas sugestões para aprofundar estes temas através das implicações práticas para as organizações. Clique aqui para ver a página deste episódio Referências neste episódio: Dos Dados ao Conhecimento e depois à Inovação (junho 2020) Entrevista a Harold Jarche no KMOL Site do Harold Jarche Entrevista a Patrick Lambe no KMOL Podcast KMOL em https://kmol.pt/podcast Sugestões, comentários, questões? Escreva-nos para editor@kmol.pt ou deixe-nos uma mensagem de voz através de https://anchor.fm/kmol/message

John talks to Harold Jarche, blogger, speaker and consultant in the closely adjacent but oddly separate worlds of learning and knowledge management.   People at work need more than skills training and compliance learning. They have to navigate the complex knowledge environment that technology has given us, using concepts and tools that are part of an emerging field described by figures such as George Siemens, Dave Snowden, and Harold himself. Harold talks about Personal Knowledge Mastery (PKM), his own take on this, in a wide-ranging discussion that ranges over sensemaking, wayfinding, the influence of military training and the current state of social media.   02:44 - Is he in learning or knowledge management? 05:24 - Sensemaking and wayfinding 10:18 - Personal Knowledge Mastery (PKM) 17:40 - How can PKM be supported within the L&D workflow? 23:31 - Is it hard for L&D to think about groups rather than individuals? 27:24 - How can the learning tech stack support PKM? 29:47 - Has military background influenced his thinking? 36:34 - Is the current state of social media less useful for PKM?     Harold's website: https://jarche.com/   Mentioned in the discussion: Dave Snowden https://www.linkedin.com/pulse/david-snowden-profiles-knowledge-stan-garfield/ Lilia Efimova https://www.linkedin.com/pulse/lilia-efimova-profiles-knowledge-stan-garfield/ The Long Now Foundation: https://longnow.org/ Metamodernism (Metamodernity): https://en.wikipedia.org/wiki/Metamodernism   Contact Harold LinkedIn: linkedin.com/in/jarche Twitter: @hjarche   Contact John Helmer Twitter: @johnhelmer LinkedIn: https://www.linkedin.com/in/johnhelmer/ Website: http://johnhelmerconsulting.com/   Download the new white paper from Learning Pool written by John Helmer – 'Experience: theory, design and supporting technologies for an experience-based learning culture' https://learningpool.com/theory-design-and-supporting-technologies-for-an-experience-based-learning-culture/

In this first episode of Learning Uncut for 2021 Michelle speaks a series of guests about approaches that have been very powerful for her own development and career direction in recent years. Listen to learn about modern workplace learning, Working Out Loud and Personal Knowledge Mastery. Host:  Michelle Ockers Guests: Jane Hart Nicole Lam Harold Jarche  Modern Workplace Learning Resources: Jane Hart on Twitter https://twitter.com/C4LPT Upcoming Modern Workplace Learning workshops from Jane Hart https://bit.ly/36hgw8i Learning Uncut episode 67: Helen Blunden - Work, Connect and Learn: A Collaborative Approach. An example of a guided social learning program informed by Jane Hart’s approach https://bit.ly/Ep67LU L&D Capability Map from the Learning and Performance Institute https://bit.ly/3lmjsVc Working Out Loud Resources: The Five Elements of Working Out Loud (Revisited) https://bit.ly/39rTEEQ Working Out Loud Circles - https://bit.ly/2JlXoNk Learning Uncut Emergent Series Ep 11: John Stepper & Katharina Krentz - Working Out Loud https://bit.ly/11MOES Thank you WOL! By Nicole Lam https://bit.ly/3o3NO0H Working Out Loud Circle Reflection by Michelle Ockers https://bit.ly/3li7ewP Running a First Wave of Working Out Loud Circles in an Organisation by Michelle Ockers https://bit.ly/39wY7GF Personal Knowledge Mastery (PKM) Resources: Personal Knowledge Mastery Introduction https://jarche.com/pkm/ Lillia Efimova – one of Harold Jarche’s early inspirations for his PKM framework Harold Jarche’s blog https://jarche.com/blog/ Where Good Ideas Come From by Steven Johnson https://amzn.to/3q8WPY6 Show Your Work by Austin Kleon https://amzn.to/2VivTH3 Commonplace books, mentioned by Harold as a place where people collected knowledge until the 19th century https://en.wikipedia.org/wiki/Commonplace_book More Episodes & Info: More episodes: https://learninguncut.libsyn.com About the Learning Uncut podcast: https://michelleockers.com/learninguncut/

Work, Connect and Learn is a collaborative work and learning initiative that was created and delivered at Coca-Cola Amatil (CCA) over five years ago and was very progressive at the time.  It is an approach that is still highly relevant in 2020 as learning professionals seek to support people to connect, work and learn in a digital environment.  It serves as an example of how knowledge sharing can be used to reduce the risk of dependency on a small number of experts or ‘go to’ people in an organisation.  It also illustrates how social learning can be aligned to business strategy and goals. Host:  Michelle Ockers Guest: Helen Blunden Resources: Activate Learning Solutions, Helen’s website https://activatelearning.com.au/ Curated collection of blog posts by Helen and Michelle – Community of Practice case study https://bit.ly/3fqkKNy Visual map of analysis of network interactions in CCA engineering and maintenance function – see this blog post https://bit.ly/36ZYQNt Assessing the Value of Online Interactions, an article by Jane Bozarth introduction the value creation model from Etienne Wenger, Beverly Traynor, and Maarten De Laat https://bit.ly/337Z0Bk A tribute video to Helen as a person who inspires me – made in 2016 https://bit.ly/339gugz Harold Jarche website (Harold who helped convince the CCA Engineering Manager to adopt a knowledge-sharing approach) https://jarche.com/ Learning Uncut Emergent episode with Harold Jarche on new structures for L&D teams - https://bit.ly/17MOES More Episodes & Info: More episodes: https://learninguncut.libsyn.com About the Learning Uncut podcast: https://michelleockers.com/learninguncut/

This episode is part of the Learning Uncut Emergent series where we talk about rapidly changing business models, and how Learning and Development can support organisations to adapt.  Exploring how learning professionals can emerge from disruption as relevant and effective. Krystal Irving is the Always Learning Experience Squad Manager at ANZ Bank in Australia.  Sounds different?  It is different.  ANZ has reorganised their L&D function to an Agile function and ways of working. Harold Jarche, a freelancer who focuses on sense-making in networks, we explore why traditional organisation structures are unfit for contemporary complex challenges and the alternatives for L&D teams. Host:  Michelle Ockers Guests:  Krystal Irving Harold Jarche Resources: Harold Jarche website https://jarche.com/ Blog - Organising for the network era https://bit.ly/2RVu69t  Blog - Attractive Prisons https://bit.ly/32YqCZS Wirearchy, Jon Husband http://wirearchy.com/ Liberating Structures http://www.liberatingstructures.com/ More Episodes & Info: More episodes:  https://learninguncut.libsyn.com  About the Learning Uncut podcast: https://michelleockers.com/learninguncut/ Curated Learning Uncut Emergent collection: https://padlet.com/michelleockers/Emergent

This week on The Good Practice Podcast we're joined by instructional designer Cara North, who shares her experiences of working in both corporate and Higher Education environments. What are the similarities? What are the differences? And what can these two domains learn from each other? We discuss: the impact of working with subject matter experts who are educators designing for students vs designing for colleagues the learner as consumer. Show notes You can find out more about Cara at: caranorth.com Cara referenced Cammy Bean's book The Accidental Instructional Designer, available from Amazon: amazon.co.uk/Accidental-Instructional-Designer-Learning-Digital/dp/1562869140 James referenced a number of researcher/practitioners who write publicly about instructional design and online learning. These were: Jane Bozarth, Jane Hart, Harold Jarche, and Clark Quinn. Ross would add Will Thalheimer and Patti Shank to that list. For more from us, including access to our back catalogue of podcasts, visit emeraldworks.com. There, you'll also find details of our award winning performance support toolkit, our off-the-shelf e-learning, and our custom work. In What I Learned This Week, James bemoaned the number of 'no shows' to UK restaurants: bbc.co.uk/news/av/business-53496326/coronavirus-restaurants-struggle-with-overwhelming-no-shows Cara recommended Kath Ellis and Kim Tuohy's learning design competition 'The Show', with episodes available on YouTube: youtube.com/channel/UCQrSBktwEPqsfM4iYZkv1Tw  From this, Cara learned about the apps Appy Pie (appypie.com) and WebFlow (webflow.com). Ross shared his 70(plus)-year-old "hot take" on Disney's back catalogue, giving capsule reviews of Snow White (1937, 83 minutes), Pinocchio (1940, 88 minutes), Bambi (1942, 70 minutes) and Cinderella (1950, 74 minutes). All available on Disney+. Connect with our speakers If you'd like to share your thoughts on this episode, connect with our speakers on Twitter: Ross Garner @RossGarnerEW James McLuckie @JamesMcLuckie Cara North @CaraNorth11

Stefan Diepolder ist Content Kurator und Digital Learning Berater. Christoph Haffner spricht mit ihm auf der LEARNTEC 2020 in Karlsruhe darüber, was eine gute Kuratierung von Lerninhalten ausmacht und wie man sie realisieren kann. Dazu verrät er auch noch wie er selbst am liebsten seine eigenen Lernihalte findet und zusammenstellt. Ein spannendes Gespräch bei dem auch rauskommt, dass sich Podcasts eigentlich ganz gut als Mittel zur Kuratierung eigenen. Links: In diesem Blogpost wird noch einmal kurz im Video Content Curation vorgestellt und es verlinkt im Abspann die wichtigsten Informationsquellen für einen DeepDive zu Content Curation: https://colearn.de/clc-muenchen-clc089-content-curation-im-corporate-learning/ Stefans Blogpost mit einigen Basics zu „Blockchain“, mit dem er sich selbst selbst sehr effektiv Wissen zum Thema erarbeitet hat und seine Session auf dem Corporate Learning Camp vorbereitet hat: https://colearn.de/themen-des-corporate-learning-camps-blockchain-nutzen-hr-und-corporate-learning-die-blockchain-zukuenftig-fuer-ihre-zwecke-oder-ersetzt-die/ Eine ständig aktualisierte kuratierte Liste von Tools, die zu Content Curation verwendet werden können. Von Robin Good: https://contentcuration.zeef.com/robin.good Blogpost von Maria Popova, die mit www.brainpickings.org ein sehr schön gestaltetes und inhaltlich anspruchsvolles Portal mit kuratierten Inhalten geschaffen hat. Hier das Beispiel „kritisches Denken“ mit dem Baloney Detection Kit nach dem Klassiker „The Demon-Haunted World: Science as a Candle in the Dark“ von Carl Sagan: https://www.brainpickings.org/2014/01/03/baloney-detection-kit-carl-sagan/ Das Seek-Sense-Share Framework von Harold Jarche zu Knowledge Mastery, was eine Vorstufe zum kuratieren ist. Der komplette Blog (www.jarche.com) und Harold's Online Kurs sind sehr empfehlenswert. https://jarche.com/2014/02/the-seek-sense-share-framework/

What is innovation? Can anyone be creative? On this week's GoodPractice Podcast, full-time doodler Simon Heath joins Ross G and Owen to discuss. We ask why the concept of 'innovation' is so attractive and debate the notion that we should bring our creative pursuits into the workplace. If you'd like to share your thoughts on the show, you can find us on Twitter @RossGarnerGP, @OwenFerguson and @SimonHeath1. To find out more about GoodPractice, visit goodpractice.com or tweet us @GoodPractice or @GoodPracticeAus The Ken Robinson TED Talk that Simon referenced was: 'Do schools kill creativity?', online at: https://www.ted.com/talks/ken_robinson_says_schools_kill_creativity?language=en Harold Jarche's blog discussing this talk is online at: https://jarche.com/2019/02/education-does-not-destroy-creativity/  The subreddit that Owen recommend was r/fantasy, at: https://www.reddit.com/r/Fantasy/  He recommends the Apollo App for using Reddit: https://apolloapp.io/  The paper Ross recommended was: Tversky, A., & Kahneman, D. (1974). Judgment under uncertainty: Heuristics and biases. science, 185(4157), 1124-1131. It's incredibly readable, and available online at: http://psiexp.ss.uci.edu/research/teaching/Tversky_Kahneman_1974.pdf 

As an internationally renowned blogger, Harold Jarche is focused on providing actionable insights for organizations related to learning, work, and innovation. He’s best known for his approach to Personal Knowledge Mastery (PKM), which helps professionals become knowledge catalysts through a continuous process of seeking, sensing-making, and sharing. Because it’s designed to help each of us more effectively manage knowledge networks and the communities we are a part of, it’s definitely aconcept that every learning business professional should be familiar with. In this episode of the Leading Learning podcast, Jeff talks with Harold about the ongoing process of PKM, how individuals can pursue it, and the role learning businesses –particularly membership organizations – might play in supporting it. They also talk about the difference between social networks and communities of practice as well as the important role diversity plays in effective communities. Full show notes at https://www.leadinglearning.com/episode172.  Our sponsors for this episode are: Blue Sky eLearn, the creator of the Path Learning Management System, an award-winning cloud-based learning solution that allows organizations to easily deliver, track, and monetize valuable education and event content online. Blue Sky also provides webinar and webcast services, helping you maximize your content and create deeper engagement with your audience across the world. Authentic Learning Labs, an education company seeking to bring complementary tech and services to empower publishers and L&D organizations to help elevate their programs. The company leverages technology like AI, Data Analytics, and advanced embeddable, API-based services to complement existing initiatives, offering capabilities that are typically out of reach for resource-stretched groups or growing programs needing to scale.

In this podcast @HJarche sat with @Vishaltx to discuss #FutureOfWork, #FutureOfWorker and and his Knowledge Mastery in the age of connected world. He shared his thoughts and perspectives on ways businesses could keep themselves future-roof through the age of transformation. He sheds lights into the future of HR and role of HR in the #JobsOfFuture. He also sheds lights on some of the ways individual could ensure their relevance and keep themselves relevant. This is a good podcast for anyone seeking to learn ways to stay relevant and on the side of cutting edge. Harold's Recommended Read: The Neo-Generalist: Where You Go Is Who You Are by Kenneth Mikkelsen, Richard Martin https://amzn.to/2KZazyF Reinventing Organizations by Frederic Laloux and Ken Wilber https://amzn.to/2KZuCwY The Three-Body Problem (Remembrance of Earth's Past) by Cixin Liu and Ken Liu https://amzn.to/2wi1L1V The Dark Forest (Remembrance of Earth's Past) by Cixin Liu, Joel Martinsen https://amzn.to/2PgpsAj Death's End (Remembrance of Earth's Past) by Cixin Liu, Ken Liu https://amzn.to/2vO9BAT Podcast Link: iTunes: http://math.im/jofitunes Youtube: http://math.im/jofyoutube Harold's BIO: Harold Jarche is the expert behind the Personal Knowledge Mastery Model of seek > sense > share. Focused on helping individuals, teams and networks continuously learn, the approach is in use in many organizations, including the NHS, Domino’s Pizza, and Bangor University. Harold Jarche helps organizations learn, work, and innovate in the network era. He has been described as “a keen subversive of the last century’s management and education models”. People have connected with Harold through his blog ( jarche.com) and professional services, for innovative ideas on leadership, social business, and collaborative work. He also distills heady topics like complexity theory into practical advice. A graduate of the Royal Military College, Harold served over 20 years in the Canadian Forces in leadership and training roles. Harold has held senior positions at the Centre for Learning Technologies and e-Com Inc. He is a co-author of The Working Smarter Field-book with his colleagues at the Internet Time Alliance. His preferred workplace is on his bicycle, where he gets his best ideas. About #Podcast: #JobsOfFuture is created to spark the conversation around the future of work, worker and workplace. This podcast invite movers and shakers in the industry who are shaping or helping us understand the transformation in work. Wanna Join? If you or any you know wants to join in, Register your interest by emailing: info@analyticsweek.com Want to sponsor? Email us @ info@analyticsweek.com Keywords: #JobsOfFuture, #FutureOfWork, #FutureOfWorker, #FutuerOfWorkplace, #Work, #Worker, #Workplace,

Harold Jarche discusses personal knowledge mastery on episode 213 of the Teaching in Higher Ed podcast.

Opening music credits goes to Riju Mukhopadhyay & Pavan Cherukumilli Who is on the show: In this episode, we host Harold Jarche. He is focused on providing actionable insights for workplace transformation. He works with individuals, organizations, and public policy influencers to develop practical ways to adapt to the technological, demographic, and societal changes facing us today. Why is he on the show: I have been reading his blog for almost a couple of years and have learned a lot. He helped me change my approach to internalising important information that I come across through a framework that he has developed. What did I learn […]

In this episode, we host Harold Jarche. He is focused on providing actionable insights for workplace transformation. He works with individuals, organizations, and public policy influencers to develop practical ways to adapt to the technological, demographic, and societal changes facing us today.  We talk about how we can create our very own personal knowledge mastery strategy (Seek --> Sense --> Share) & how this can help us make sense of the changes that see all around us.     

In learning and development we often accept an organisation's design without criticism. But, if we're in the business of improving performance, don't we have a responsibility to challenge that design if we think it will help? This week on the GoodPractice Podcast, Mark Britz from the eLearning Guild joins Ross G and Owen to discuss how far we should push against organisational structures and processes. If you'd like to share your thoughts on the show, you can find Mark on Twitter @Britz, Ross @RossGarnerGP and Owen @OwenFerguson. You can also tweet @GoodPractice or @GoodpracticeAus. If you'd like to find out more about our upcoming events, blogs and whitepapers, visit goodpractice.com. Details of Dave Snowden's Cynefin framework can be found here: https://en.wikipedia.org/wiki/Cynefin_framework For more on Harold Jarche, see his website: https://jarche.com/ The Realities360 conference ran from July 26 - 28 this year. See the website for details: https://www.elearningguild.com/realities360/content/4900/2017-realities360-conference--home/ Owen's disputed Netflix anecdote can be read about at Digital Spy: http://www.digitalspy.com/tv/news/a834554/netflix-hits-back-20-billion-debt-inaccurate-report/ We pass no judgement on Adam Sandler's movies, but The Verge has an article titled: 'Netflix accuses its users of watching 500 million hours of Adam Sandler films'. Read it here: https://www.theverge.com/2017/4/17/15331674/netflix-adam-sandler-movies-half-a-billion-hours The Onion's story - 'How Bad For The Environment Can Throwing Away One Plastic Bottle Be?' 30 Million People Wonder - can be read here: http://www.theonion.com/article/how-bad-for-the-environment-can-throwing-away-one--2892 Ross recommended the film Plastic Ocean on Netflix, as an emotional jolt that has made him recycle a lot more. If you want to act as a commitment device, tweet him with the hashtag #IsRossRecycling?  

Welcome to this episode of Teaching in Higher Ed. This is the space where we explore the art and science of being more effective at facilitating learning. We also share ways to increase our personal productivity approaches, so we can have more peace in our lives and be even more present for our students. Quotes n/a Resources Mentioned Introduction to Rubrics*: An Assessment Tool to Save Grading Time, Convey Effective Feedback, and Promote Student Learning. Harold Jarche's Personal Knowledge Mastery Framework Seek AACU value rubrics Kathy Schrock's Guide to Everything Wiggins (part 2) Sense Delicious bookmarking site My rubrics saved on Delicious Evernote Tapes Share Blog about them Tweet about them Recommendations Remind (Bonni) Tapes (Dave) Note from Bonni re: Tapes. The application only includes 60 minutes of recording per month, which would not be enough for most of us educators in a typical semester, if we were using the service for a number of assignments. The app makers are not very forthright about this shortcoming in their documentation, when you purchase it. They indicated to me on Twitter that they are exploring options for expanding what's available, but as of this recording, no solution has been communicated.

Nigel Paine talks to Harold Jarche about personal knowledge management and mastery.

Harold Jarche helps organizations learn, work, and innovate in the network era. He has been described as “a keen subversive of the last century’s management and education models”. People have connected with Harold over the past decade, through his blog (jarche.com) and professional services, for innovative ideas on leadership, social business, and collaboration. He also distills heady topics like complexity theory into practical advice. A graduate of the Royal Military College, Harold served over 20 years in the Canadian Forces in leadership and training roles. Harold has held senior positions at the Centre for Learning Technologies and e-Com Inc. He is a co-author of The Working Smarter Fieldbook with his colleagues at the Internet Time Alliance. His preferred workplace is on his bicycle, where he gets his best ideas.