...With reference to two areas of knowledge discuss the way in which shared knowledge can shape personal knowledge. “How do we know what we know?” That is the question epistemology rotates around, and the best way to describe what the theory of knowledge is. This question has been studied since the era of the ancient Greeks and still is being discussed today. As we dealt with this question in TOK class, I began to wonder how shared knowledge may shape my own and others’ personal knowledge. There is a clear correlation between shared knowledge and personal knowledge seeing as one shapes the other, which can be seen through the different ways of knowing. As straightforward as this sounds, this topic is far more complex, since there are different manners this can occur. Both an engaged biology student and a music/art enthusiast, I chose to analyze the natural sciences and the arts as they show differences in their knowledge framework and creation of knowledge decidedly. How reliant is the shared knowledge we use everyday in the context of these two AoKs? In the arts emotion, sense perception, and reason; shared knowledge can shape the personal knowledge of an audience in a consistent manner and according to the TOK curriculum the arts “encompass the creative production of humans with the purpose to explore the experience of being human”. But why do we enjoy what we enjoy? Artistic knowledge is received by the audience through sense perception and evaluated with...
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...Knowledge according to Plato, is justified true belief. For a person to know something he/she has to believe it, has to be able to justify it and it has to be true. ("Plato | TOKTalk.net," n.d.) However, this definition does not cover all types of knowledge for example, we know how to eat. This knowledge is not based on any kind of belief or justification. To answer this question, we must first understand the two main terms, personal knowledge and shared knowledge. Personal knowledge can be knowledge that is personal to an individual, through the ways of knowing and examples could be knowledge from memory, habits and emotions. Knowledge can also be the work of a group of people working together either in concert or, more likely, separated by time or geography. This is known as shared knowledge. ("Theory of knowledge guide," n.d.) However, this definition is limited as shared knowledge can also be seen as knowledge shared by a group and not something people come up with together. An example could be when people witness an incident at the same time and thus have knowledge of it. Another example, would be...
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...the pursuit of knowledge? If we were to see this essay as a voyage, we could say that the knower is the vessel, perspective is the leg of the course and knowledge is the destination. But before departing, it would be wise to understand the phrase ‘the Knower’s Perspective’, as well as, the knowledge question in a deeper level. A knower is a person or a group of individuals, who have acquired facts, information and skills through experience and/or education. Perspective is an evaluation or analysis of something from a specific point of view. The knower’s perspective is how an individual’s mind capacity, education, experiences, etc. influence the use of ways of knowing in the formation of personal knowledge, or knowledge claims. The knower’s perspective contributes to the formation of personal knowledge, but is in turn also influenced by the individual’s personal knowledge, being part of it. However, knowledge can be produced by one or more human beings. “It can also be the work of...
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...enable knowledge to flow between groups and organizations. There are two major theoretical approaches to such networks. The first one underlines the role of network as channels for the flow of knowledge. The benefits of this network are the connectivity it provides between individuals and organizations. The second one sees social networks as communities and emphasizes the quality of relationships within them. Communities may develop from informal interactions within a particular social group; these are named as emergent communities. Managed communities are formally defined groups by organizations. Finally, online communities are built up through on-line interactions within their members. The Midlands Hospital case describes the development of an innovative procedure for the treatment of cataracts. The process began with the creation of a community of different specialists involved in diagnosing and treatment. This type of “managed community”, in the form of project team, leads the change process. Through the time and through working together, trust developed among team members. Trust is a necessary condition for cooperative behaviors; it encourages sharing knowledge and knowledge creation. The social network contributed positively to the innovation process breaking down the knowledge boundaries between different specialists with different professional backgrounds. Inside this community different professionals worked together sharing understanding and attitudes to knowledge formation...
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...The Congruence Model by: Nadler & Tushmans Aligning the Drivers of High Performance [pic] Performance comprises four interlocking elements. © iStockphoto/dt03mbb Is your organization's performance as good as it could be? What could be changed to improve things and why would this help? Does the key lie in the work itself? Or with the people doing it? Should you reorganize the corporate structure? Or try to change the prevailing culture? And why does one organization seem to thrive on a certain corporate structure or type of work, while another struggles to make a profit? The answer lies in understanding the key causes or drivers of performance and the relationship between them. The Congruence Model, first developed by David A Nadler and M L Tushman in the early 1980s, provides a way of doing just this. It's a powerful tool for finding out what's going wrong with a team or organization, and for thinking about how you can fix it. Understanding the Tool The Congruence Model is based on the principle that an organization's performance is derived from four elements: tasks, people, structure, and culture. The higher the congruence, or compatibility, amongst these elements, the greater the performance. For example, if you have brilliant people working for you, but your organization's culture is not a good fit for the way they work, their brilliance will not shine through. Likewise, you can have the latest technology and superbly streamlined processes to support...
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...to develop further. I will express how each of Peter Senge's Five Disciplines have meaning to me, based on my self-assessment of my skills for growth in each of the five disciplines of personal mastery, mental models, teaming learning, and system thinking. I have an establish firm foundation. That foundation is "me." I know who I am, what I want and what I am are capable of. I have determined what is my values, goals and principles that allow me to my guide my actions because I know and understand who I am better on an ongoing basis, live life more consciously and deliberately, and continuing to attain personal satisfaction and fulfillment. So I am very capable in document use, numeracy, writing, oral communication, working with others, oral communication, continual learning and working with others, and thinking skills. I believe that my weaknesses are a snowball effect that I have experienced over the last several years. I have allowed myself to begin to feel not good about what I am doing and not wanting to continue. I did not want to keep improving myself and did not want to continue to become the best that I can be. I believe that I have continued on the journey of my personal development. It will allow to me to become more aware that there is so much more knowledge and information to discover and uncovered than I...
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...Personal Exploration Renee Hobgood University of Phoenix Personal Exploration To begin this exploration I felt compelled to find a scholarly definition of the word personal. I found Neidhardt (2002) from the Physics Department New Jersey Institute of Technology as enlightening. Neidhardt explains personal as: The concept of the personal is based upon commitment, defined as the responsible submission of the mind to the requirements of a reality independent of it. Commitment expresses a belief that enables a person to entrust himself to the claims of reality upon him. Commitment always refers the self away to what is independent of it; hence commitment is objectively, not subjectively, oriented Thus begins my personal exploration of knowledge. Invitation to a Concert Rhythm and Blues (R&B) is a gutsy music genre, so when Marie extended an invitation to attend an Anthony Hamilton concert, I accepted. At first, I was hesitant because I was not familiar with the artist. The empirical knowledge thought process pervaded my mind before I accepted the invitation. Unfamiliar with his music, it was difficult to justify attending. Moser and vander Nat (Moser & Vander Nat, 2002) defines empiricism as “Empirical (a posteriori) knowledge which depends on its evidence or justification on sensory experience.” Since I did not have any experience with Hamilton’s the music, the motivating factor was a nice cultural outing with a friend. Marie, whom I consider a master of understanding...
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...Knowledge Management and Organisational Learning Contents Title Page 1 1 Introduction 3 2 Body 3 2.1 What was the outcome of the team activity? Did you achieve your team objective? How? 3 2.2 What knowledge did you use? What worked and what did not work? 4 3 Conclusion / Recommendations 5 3.1 What did you learn? What would you do differently? 5 4 References 7 Introduction This report discusses some of the reasons for the implementation of knowledge management. It discusses the differences between data, information, and knowledge. The opinion that communication appears to play a key role in the outcome will be discussed and how it relates to effective collaboration. Furthermore, this paper discusses what knowledge management is and the reasons why knowledge management must be realised in todays’ society expanding on the methods used during the Knowledge Management and Organisational Learning module team activity; namely The Prisoner Escape activity. The prisoner escape participation activities used during the exercise will be discussed with the focus on how knowledge was shared to reach a collaborative objective. The paper concludes with the observation that knowledge sharing is the only concept that promotes progress in society. Body What was the outcome of the team activity? Did you achieve your team objective? How? The teams’ objective was to not get caught by the police and we successfully achieved that. As a team we captured, developed...
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...A Theory-Based Approach to the Relationship between Social Capital and Communities of Practice El-Sayed Abou-Zeid John Molson School of Business, Concordia University, Montreal, Canada el-sayed@jmsb.concordia.ca Abstract: There is almost a consensus that tacit component of organisational knowledge is of critical strategic importance because, unlike explicit knowledge, it is both inimitable and appropriable. Because of its characteristics, organisational tacit knowledge is usually created and shared through highly interactive conversation and shared experience, i.e., through a socialisation process. At the firm’s level, the effectiveness of the socialisation process depends on the firm’s social capital. At group level, it has been argued that communities of practice form the basis of a firm's ability to create and share tacit knowledge. Therefore, investigating the relationship between social capital, communities of practice and individual human action is crucial in understanding the dynamic of cross level knowledge creation and utilisation and in understanding organisational learning process. In order to study this relationship Giddens’ theory of structuration is used as it provides an integrating meta-theory that recognises social reality as constituted by both subjective human actors and by objective institutional properties and attempts to articulate a process-oriented approach that relates the realm of human action and institutional realm. Based on Giddens’ theory a model...
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...This article was downloaded by: [Hong Kong Polytechnic University] On: 3 June 2010 Access details: Access Details: [subscription number 738313287] Publisher Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 3741 Mortimer Street, London W1T 3JH, UK The International Review of Retail, Distribution and Consumer Research Publication details, including instructions for authors and subscription information: http://www.informaworld.com/smpp/title~content=t713735234 Knowledge and knowledge sharing in retail internationalization: IKEA's entry into Russia Anna Jonssona; Ulf Elga a Department of Business Administration, School of Economics and Management, Lund University, Sweden To cite this Article Jonsson, Anna and Elg, Ulf(2006) 'Knowledge and knowledge sharing in retail internationalization: IKEA's entry into Russia', The International Review of Retail, Distribution and Consumer Research, 16: 2, 239 — 256 To link to this Article: DOI: 10.1080/09593960600572316 URL: http://dx.doi.org/10.1080/09593960600572316 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www.informaworld.com/terms-and-conditions-of-access.pdf This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, re-distribution, re-selling, loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden. The publisher does...
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...uncertain (Cooksey, 2003, p. 204). Learning to adapt to, and benefit from, changes and unpredictability in the environment is essential to an organisation’s success. However with this environment as the context for organisational learning, difficulties with traditional linear organisational learning becomes clear (Cooksey, 2003, p. 205). Systems thinking provides a way to understand the internal and external relationships within the organisation and the way that these can influence the organisation. In addition to building a more complete understanding of how organisation’s function, systems thinking brings together the elements that an organisation requires in order for it to be a learning organisation. These include personal mastery, team learning, building shared vision, effective leadership and learning processes and practices. In order to make sense of the complex tasks and problems that occur within organisational environments, we break them down into smaller tasks and problems which, although it makes them more manageable, leaves us with a disjointed view and we lose sight and our connection with the ‘whole’ (Senge, 2006, p. 3). Cooksey (2003, p. 206) notes that in the short term this search for simple, generalised solutions to problems within the business environment may provide favourable results, in the longer term it will often fail. The reason it fails is that the solution often does not take into account the sensitivities and complexities which influence the business...
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...KNOWLEDGE MANAGMENT I Concept 1: Organizational learning Overview: Organizational learning is a set of processes by which organizations improve their performance. Performance processes consist of one or more goals, outcome measures, constituent steps, and relevant people, artifacts, and knowledge. Learning processes furthermore require that the organization anticipates and attends to feedback, creates knowledge from that feedback, and takes action based on that knowledge. Relationships among people can be modeled as social networks in which network nodes represent people and network arcs represent relationships (e.g., friendship, advice, supervisor-subordinate relations) that change over time. Social networks also form a resource for collaborative knowledge management: the creation, exchange, and transformation of knowledge. Information technology offers several possibilities for making social networks and collaborative knowledge management more visible, inspectable, and systematic, which may aid the process of organizational learning. Knowledge management and organizational learning are related. The management of knowledge includes creation and sharing of knowledge, which is a constituent of learning. However, learning also involves the decision to change future action, which is typically considered a outcome of knowledge management. Key Attributes Examples Non-Examples Formal training System thinking Shared Experience Personal Mastery Group learning Mental Models...
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...result in a zero grade. Please type your answers below each question, except for the two matching questions. 1. List three analogies for worldview used in Chapter 1 of the textbook. Foundation of a Building, Lenses, Box top of a jigsaw puzzle. 2. List the various definitions and descriptions of worldview found in the textbook and lecture. Worldview is the parts of an overreaching vision of the world and for the world. Worldview is the fundamental cognitive orientation of an individual or society encompassing the entirety of the individual or society’s knowledge and point of view. a worldview is a foundational set of assumptions to which one commits that serves as a framework for understanding and interpreting reality and deeply shapes one’s behavior. 3. Match the following worldview terms - Atheism, Pantheism, Theism, and Deism - with the correct description below. a. Belief in a personal and relational God who created and sustains all that exists: Theism b. Belief in a God who created all things but is not relational or involved in the world: Deism c. Belief that “all is god” and a strong sense of...
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...Five Learning Disciplines Conversation & Tacit Knowledge Communities of Practice Teams Is Your Team Really a Team? The Five Levels of Teamwork How Do You Build Team Performance? What Kind of Team Player Are You? The Four Stages of Team Development Turning People On To Teamwork Rethinking Teams Some Questions for Team Reflection Will that be Leadership or Management? Leadership & Learning Blogs-Websites Leadership & Management Books Videos: Leadership & Learning Social Media and Networking Books Social Media and Networking Blogs About the Author 1 2 3 11 15 17 17 19 22 24 27 28 30 34 35 41 42 44 45 47 48 Introduction The rapidity of change, stemming from technology, an ageing workforce and globalization, is growing, exerting pressure on organizations to adapt. Traditional workplace practices are being questioned by Generations X and Y. Issues such as employee engagement, leadership and management practices, virtual teams, distributed work and alliances with stakeholders are being viewed through a new lens. As an aid to help you in your work and learning journey, this resource guide contains a diverse selection of information sources on leadership, management, personal mastery, team learning and more. I’ve read most of the books that are mentioned and am familiar with the websiteblogs. The guide begins with a series of short articles I’ve written over the past few years. These are intended to assist you reflect on your personal learning and development, in addition to enhancing...
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...Knowledge management is a process of collecting, distributing and effectively using knowledge. This is usually defined in terms of a range of practices or process to identify, create, distribute and share knowledge throughout the organization. It is related to business strategy, information technology and human resource management and can therefore be linked to organizational learning. It is focus and an appropriate and tailored combination of change thereby effective knowledge management supports in enabling cooperate renewal, learning and transformation to occur. Understanding the different ways that knowledge can exist and there by being able to distinguish between different types of knowledge, is a fundamental of knowledge management. Over...
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