Welcome to Knowledge Jolt with Jack. This is where I have been keeping
my ongoing thoughts about knowledge management,
Theory of Constraints, and
related topics since 2004.
One of my biggest interests is how these techniques can help the individual
perform better in their role, and then how that individual performance can roll
up to a higher-level business performance. Because if individuals cannot
do well, there is no chance that the organization can do well.
Please explore the webiste, subscribe
to my webfeed, or learn some more about me.
Even better, leave a comment here or take the thoughts into your own website and extend them.
What follows are excerpts of my recent blog entries. Click through for the full text.
A quick article with opinions from six people on project killers: 6 Experts Share the #1 Thing That Derails a Project | Smartsheet. Of course, there are six different things listed as "the #1 thing." And there are a few more listed in the comments.
More on time management and multitasking. It's a topic near and dear to what I've been doing for many years.
A quick anecdote from Realization's newsletter on "There is no such thing as good multitasking" and some thoughts around the idea.
An interesting talk from AI researcher Kenneth Stanley on his counter-intuitive discovery/realization that formal goals/objectives can block creativity.
The recommendation? Give it a whirl - try something more focused on the task at hand. And if it doesn't work, email will always be there, like an old habit that you can't break.
Mike Gilronan, a Boston local knowledge management friend, has a nice piece on collaboration in the Boston Business Journal, "Five ways to improve collaboration among remote teams."
In 7 Wastes That Impact Business Growth Jon Terry, one of the founders of LeanKit, presents a nice way of thinking through the Lean / Toyota Production System idea of waste and how one my think about it in the context of business growth in any type of organization.
Stephen Bungay's "The Art of Action" brings together ideas around how people and organizations should be led, based on the study of Carl von Clausewitz and other military thinkers around how they deal with the fact of life: we can't know everything before we must act.
In my work the idea of "flow" is all about ensuring the right work gets started - work that will create value for the organization. And, once it has started, that it doesn't get stuck or stopped or held up until the value is created. Ideally: customer buys the results; savings are truly achieved.
The latest HBR Ideacast interview with Erin Reid talks about Why We Pretend to be Workaholics (based on a related HBR article). I enjoyed the discussion, but what really got to me is this idea of "pretending to be busy."
First impressions depend on our assessment of the person's warmth and their likelihood to do us harm. Science of Us provides a nice way to think about this in The Simpsons First-Impression Matrix.
Besides finding some extra lint in there, why do people get into navel gazing? When does it help? When not? Some interesting thoughts on the topic from Megan and Euan in Shift episode 35.