Posts Tagged ‘personal KM’

T5-5 Expertise Directory with a Twist: “Getting Surprised with Each Other’s Talents”

February 17, 2010

In 2006, I designed and facilitated a KM planning workshop for a new cross-functional KM Team. Among my objectives were (1) to motivate individual team members and (2) to show them in a concrete way the advantages of an expertise directory. I introduced a module that generated so much energy and enthusiasm among the team members that I repeated this module in other KM workshops for other organizations.

This is how the process flows:

  1. Individual seatwork: Each team member is provided a 3′ x 4′ kraft paper (or Manila paper) and a black felt pen. The instruction is: “List down all your talents, both technical and non-technical.” A few members asked guidelines on how to identify their talents. My answers were: “In what tasks/skills do your colleagues often ask you for assistance?” “Recall 1-2 very successful task/projects you did; what talents did you use?”
  2. Public posting: After a team member is done, she/he posts her/his work on the wall.
  3. Comment/feedback on each other: After all team members’ work had been posted around the walls, each team member is given a red (or any colored) felt pen, goes around and reads everybody else’s work. Anyone can write comments on anyone else’s work, e.g. “you forgot to add skill XX.” “I didn’t know you are good at YY!” “Prove it!” “You are too shy to mention skill ZZ!” “You should have joined Project @@!” Approval of a skill can be conveyed simply by a red asterisk.
  4. Answer comments: A team member, if she/he wishes, can write her/his reaction to a comment using a blue (or another color) felt pen.
  5. Plenary discussion: The team sits down and the facilitator leads a group discussion on insights and learning from the content (output) and process, and how they each felt about the process. As facilitator, I conclude by proposing “Let us collect your outputs and use this as inputs to your internal KM Team Expertise Directory.”

My own insights and learning from this module are:

  • Team members often express surprise at knowing (and at previously not being aware of) many of each other’s talents. For example, they were very surprised that a medical doctor colleague had learned the skill of laying out bathroom tiles! KM is about harnessing talent, and it starts with recognizing it.
  • The module was able to reveal to them the value of an expertise directory, especially one that includes both technical and non technical skills. For example, a non-technical skill (or a skill that does not appear in the ordinary CV or resume) that is useful for the organization is the ability to act as emcee (from “MC” or master of ceremonies) in a ceremony, conference or public event.
  • The commenting process creates a space where KM Team members mutually acknowledge and affirm each other and their skills (this works well when the KM Team members know each other beforehand). It is a process that generates much interactive energy, team building and motivation.
  • The process supports openness about one’s abilities and gaps, at the same time that it reveals individual styles and preferences such as hesitance to publicly announce one’s talents, and personal boundaries in self-disclosure. Such hesitance is acknowledged and respected by the group instead of challenged.
  • All outputs taken together can reveal new systemic insights. In one organization, the CEO herself read the postings and then remarked “We have enough talent to put together a chorale and music band.”

What do YOU think? Tell us.

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T3-1: Showing a Concrete Benefit of KM to the Knowledge Worker

September 28, 2009

A tendency when KM is introduced to an organization for the first time is that knowledge workers tend to look at KM as “extra work.” If this is how they view KM, regular work will win over any extra work, particularly if the periodic personnel evaluation system measures his/her performance only in regular work.

I use this simple slide to convey to individual knowledge workers a benefit KM can give them: they can finish their work faster. Most knowledge workers like this. This slide mentions five typical factors that affect speed of completion of work.

KM benefit for individual K worker

I use the above figure to drive home some points to clarify the meaning of intellectual capital and its three recognized components: human capital, structural capital and stakeholder capital.

  1. I include the third factor “support from boss and teammates” to show that effective action (the goal of KM) is affected not only by knowledge assets or cognitive factors, but also by motivational or affective factors. Therefore, these cannot be ignored in actual KM practice.
  2. The third factor is actually internal relationship capital, in contrast to stakeholder capital which is external relationship capital. I use this example to show that stakeholder capital – the usual third component of intellectual capital – is externally looking and miss out on an important internal factor that also affects productivity and effective action. Why do you think companies spend money on team building workshops?
  3. Notice, too, that the fourth factor “decision rules are clear” is both within the purview of quality management as well as knowledge management. I use this fourth factor to illustrate the fact that KM and QM overlap.
  4. The first, second and fourth factors are examples of structural capital while the last factor is an example of human capital.

You can use the above chart and ideas; if you do, please acknowledge me as its source. Thanks!

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John Lennon’s Dream: A World Free of Mental Boxes and Mental Fences

September 17, 2009

What divides humankind from one another are mental boxes and mental fences that have possessed and controlled millions (or billions) of minds. Before communication among us can redeem us from this tragedy, we need to develop the technology (and art) of managing mental models, instead of our mental models managing us.

In previous blogs, I have written about:

I love to listen to John Lennon’s (one of the Beatles) song, “Imagine.” His song always moves me to sadness seeing how people “kill and die for” their mental models, and how our concepts lead to “greed or hunger”. At the same time, listening to his song lifts my soul to a height my mind cannot verbalize. You can listen to the song via YouTube by pressing “Ctrl” while clicking HERE.

Here are the lyrics of this beautiful and soulful song:

    Imagine there’s no heaven
    It’s easy if you try
    No hell below us
    Above us only sky
    Imagine all the people
    Living for today

    Imagine there’s no countries
    It isn’t hard to do
    Nothing to kill or die for
    And no religion too
    Imagine all the people
    Living life in peace

    You may say I’m a dreamer
    But I’m not the only one
    I hope someday you’ll join us
    And the world will be as one

    Imagine no possessions
    I wonder if you can
    No need for greed or hunger
    A brotherhood of man
    Imagine all the people
    Sharing all the world

    You may say I’m a dreamer
    But I’m not the only one
    I hope someday you’ll join us
    And the world will live as one

John Lennon asks us to imagine an alternative world reality. He encourages us, saying “it isn’t hard to do.”

Can you imagine the world he is describing in his song? If you can — even for a brief moment as you savor the lyrics, the song and the man’s dream behind the song — then you have momentarily freed yourself from powerful mental models/fences that semi-consciously imprison the thinking and seeing, and that shape decisions and behaviors of millions of people in Planet Earth.



John_Lennon

JOHN LENNON

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L26 -Bohm’s Dream: a Revolution in How We Communicate

September 12, 2009

Those who had experienced the pains of failed communications are pushed by the situation to search — with their brains, with their alternating mix of anger and despair, and with their souls — for answers to the pregnant KM question “What went wrong and why?”

Failure is a source of energy. How to use this energy is our choice.

Most millionaires have experienced failures. Masters of life have risen from many failures. The energy from failure can be channeled to spur greater learning. Barbra Streisand, in her song “Lessons to be Learned” sang:

    “There are no mistakes, just lessons to be learned.”

Harvard Professor David Bohm and Mark Edwards, in their book “Changing Consciousness: Exploring the Hidden Source of the Social, Political, and Environmental Crises Facing Our World,” said

    “Suppose we were able to share meanings freely without a compulsive urge to impose our view or to conform to those of others and without distortion and self deception. Would this not constitute a real revolution in culture?”

David_Bohm

DAVID BOHM

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L25 -12 Types of Learning, Part 2

September 7, 2009

Collaborative learning is a strong incentive towards inter-communication within a group. This is the incentive behind the rapid growth of inter-communication among:

  • Scientific researchers in numerous disciplines
  • R&D teams in innovative corporations
  • Professional associations
  • Guilds among craftsmen, artisans and artists.

Last Thursday in Bangkok, as part of a 3-day KM training program for UNISDR, UN ESCAP and various international and regional non-governmental organizations, I asked participants to “Estimate what percent of your total knowledge now came from your formal education/training?” The participants were international development professionals, and many of them have had KM experiences.

The average answer was only 15-20%. We observed that we learn from work and from life much more than we learn from school, yet we devote MUCH LESS resources, planning, tools/technologies and systems/institutions to get the 80-85% than we do to get the 15-20% from school! We are missing out on something important here. What is it?

For learning from work, we need tools and technologies of Organizational Learning.

I also asked the participants to write down their answers to the question “How Do I Learn?” The 84 answers were clustered. The two biggest clusters that emerged were: (1) learning from work or learning by doing or practice, with 21 answers, and (2) learning by interaction with others, with 18 answers. If so, the next question then is, what is the technology (and art?) of collaborative learning?

This is where Indigo Learning Practices come in.

In a previous blog post, I proposed a way to classify and clarify how we learn (see “12 Types of Learning”). The “12 Types of Learning” follow naturally from the simple KM framework developed in the earlier F Series of blogs, with the addition of Experience as a prior factor in the causal chain:

Experience -> Knowledge -> Action -> Results
or
E -> K -> A -> R

In short, learning happens when we individually or collaboratively examine and communicate what happens across these four elements.

12 ways we learn

Here is a short summary of the Twelve Types of Learning. The numbers refer to Person 1 and Person 2 who are engaged in communication for the common purpose of learning. The KM framework provides a way of seeing and understanding how knowledge flows between two people. Because Beliefs and Values also affect Action and are also affected by Experience, I place these two items with Knowledge. For similar reasons, I place Statements with Action. The causal chain then is: Experience -> Knowledge/Beliefs/Values -> Action/Statement -> Results.

  1. Type 1: Comparing notes to learn what works better (R1 and R2)
  2. Type 2: Communal validation and reframing is the type of learning powerfully demonstrated by the scientific method (R modifying K and E). It consists of a group of practitioners testing and revising knowledge and reframing beliefs against what works.
  3. Type 3: Reflective practice, where a practitioner does “conscious learning by doing” (individual study of K -> A -> R)
  4. Type 4: Presentation and discussions (S1, S2)
  5. Type 5: Criticism, praise or passing judgment on another (K1 or V1 applied to A2 or S2)
  6. Type 6: Debate is a two-way exchange of Types 4 and 5
  7. Type 7: Learning from exemplars, models, benchmarks or best practices (A1 or S1 leading to K2)
  8. Type 8: Learning through study of each other’s assumptions, mental models (mutual study of each other’s K, B or V)
  9. Type 9: Conscious living or study of one’s assumptions or beliefs in relation to one’s experiences (individual or group study of E -> K and new K reframing E)
  10. Type 10: Storytelling and story listening, or knowledge from others’ experiences (E1 leading to K2)
  11. Type 11: Insight or intuition (birth of new K through ill-understood internal processes)
  12. Type 12: Generative dialogue is productive communication that combines Types 8-11.

From my experience, Type 5 learning happens mostly if one person (the one exercising value judgments) has more power than the other person. Between equals, Type 5 easily leads to Type 6 but learning happens with difficulty in both cases.

Learning is more likely when members of a communicating group practice skills in Types 8-12. To me, the most powerful skills are story listening and generative dialogue. The set of Indigo Learning Practices is a contribution towards the systematization of technologies of collaborative learning.



“The shortest distance between a human being and truth is a story.” – Anthony de Mello

anthony_de_mello

ANTHONY DE MELLO

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When Your Communication Boundaries Are Breached

September 1, 2009

You can easily tell whenever your communication boundaries are breached. The signal is: you feel uncomfortable or bothered. It is your body’s way of telling you that something is going wrong. If you keep ignoring these signals, the repeated discomfort and bother will drain your energy. Then you feel tired easily. If this goes on and on, your bodily resistance wears down and your health suffers.

Once you become aware that your communication boundaries are breached, do something! Announce your communication boundaries to the group. If communication boundaries are constantly breached in a group, then productive communication is not feasible and communication should be ended. Indigo Learning Practices — towards a group of equals seeking to create and build something together — cannot happen.

Productive communication requires that each member of the group appreciates, is committed to, and voluntarily practices the Personal Learning Mode. A good group communication strategy in their journey towards Indigo Learning is to learn together and compare notes as each member of the group practices the Personal Learning Mode.

The 16 topics discussed in previous blogs on “Setting a Personal Learning Mode” can be good topics for practice and for learning together in a “community of practice”:

    L11 Will to self-improve
    L12 Listening
    – Can we manage knowledge? (a practice in listening)
    – Listening (and building cross-cultural relationship capital)
    L13 Learning how to learn
    – The reflective knowledge worker
    – Personal learning history
    L14 Voicing
    – Ask high-value questions
    – The art of interviewing
    L15 Double-loop learning
    – A tool for learning to unlearn: internal “5 why’s”
    L16 Concepts can block learning
    – Your judgment can block your learning
    – Memories (or past experiences) can block (or unblock) learning
    – External attention can block your learning

Constant and life-long learning is the hallmark preoccupation of a successful knowledge worker. In school, we learned technical subject matters. In acquiring his or her own personal learning mode, a knowledge worker complements this by learning about himself or herself, and thereby learning how best he or she can learn on a continuous basis. Therefore, it will also benefit a knowledge worker to cultivate his or her own personal learning mode even if he or she is not part of a learning group or a community of practitioners.

Cheers!

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Another Communication Boundary: How Far Can You Self-Disclose?

August 28, 2009

Organizational learning requires the ability — and willingness — among members to self-disclose. Senge and his colleagues use tools such as “Left-hand Column” and “Ladder of Inference” which require a member to be aware of, and to publicly describe, how one thinks. That includes many things: how one reasons out, what doubts and uncertainties one entertains, whether one agrees or disagrees and why, what one does not know or what is the extent of one’s ignorance, what facts or observations led to one’s conclusion, the meaning of a word or label one uses, etc. Below are two slides from a PowerPoint presentation on Senge’s “Five Disciplines” that I show my KM graduate class at the Technology Management Center, University of the Philippines, which lists things that members of a learning organization must be able and willing to talk publicly about.

mental models

systems thinking

Double-loop learning is more demanding: it requires self-disclosure that can bring about strong emotional content: personal likes and dislikes behind a behavior or pattern of behavior, personal fears and desires that affect work performance, tacit patterns of inefficient or ineffective behavior one is unwilling to talk about, etc. The strong emotional content itself can inhibit self-disclosure.

How far one is willing to be candid and public about his own thinking and feeling processes — which are normally private or personal things — is another form of communication boundary. This “self-disclosure boundary” delimits what one is willing or comfortable to tell others; just as the “communication boundary” we discussed in the previous blog post (“Announce Your Communication Boundaries”) delimits what one is willing or comfortable hearing from others. In both cases, discomfort is the signal that tells one that his boundary is being breached. These boundaries vary from person to person, and from context to context, but watching at what point the discomfort begins is a useful way to be aware exactly where one’s boundary is.

Browse through the profiles of your contacts in Facebook, Twitter or LinkedIn, or other similar social networks. You will notice the differences in the willingness to self-disclose. In fact people who are “very private” will not even join such social networks. You must be a “social person” or one who is less guarded about your “private space” or “personal life” to join and enjoy participating in them.

In the plane ride from Beijing to Manila last Tuesday, I sat next to a young man who visited his Chinese girlfriend. Wow! He disclosed to me — a stranger — much more than what I expected about him, his girlfriend and what they did in the two weeks he was in Beijing. He showed me their pictures in his laptop. He is a body-piercer. He told me so much about how he does it to minimize the pain in his clients. He described where (=what parts of the body) and which way he had pierced his lady clients as well as gentlemen clients, etc. He showed me the piercings in his face, mouth and head (he had temporarily removed the rings in them).

Willingness to self-disclose is not enough. Some may be willing to self-disclose more than others, and a few may be like my plane seatmate. Most people assume that they know everything about themselves — why they think, feel and do what they keep thinking, feeling or doing or NOT thinking, feeling or doing. This is a wrong assumption. Most people are actually unaware about much of their internal states. For example, most people are unaware of their “blind spots” or “blindfolds”. A willingness to self-disclose is not enough; self-disclosure to be productive of learning must be accompanied by self-knowledge that comes from years of constant practice of double-loop learning and “conscious living”.

Chris Argyris, who introduced double-loop learning, said: “Leaders and subordinates alike… must all begin struggling with a new level of self-awareness, candor and responsibility.”

In the February 2007 issue of the Harvard Business Review, Bill George and his associates wrote about learning how to be an inspiring and empowering leader. They asked 75 members of the Advisory Council of the Stanford Graduate School of Business what is the most important capability that leaders must develop. Their answer was nearly unanimous: self-awareness!

I believe that extending the envelope of organizational performance can be achieved through three steps:

  1. The first envelope is through better technology: this is the easiest.
  2. The second envelope is through better management: this is not difficult as there are numerous management tools for this purpose.
  3. The third envelope is through better psychological-behavioral technology: this is difficult because the tools in this area are still works in progress.

According to Management Today, “Peter Senge’s advocacy of the learning organization helped begin a revolution in the workplace. And, the relevance of Senge’s work is growing rather than diminishing over time. As more businesses go global, the need to overcome psychological barriers to necessary organizational change increases.”

Peter_Senge

PETER SENGE

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Announce Your Communication Boundaries

August 26, 2009

To my blog fans, I apologize for not posting for over a week. I was in Beijing, China and flew back to Manila only last night. I discovered, to my dismay, that I cannot access my WordPress blog and my Facebook page from Beijing.

This is perfect timing to write about communication boundaries.

Every person has his or her own communication boundaries. You can be more aware of your communication boundaries by answering the following question: What topics, manners of talking, or kinds of questions or requests bother, irritate or offend you?

When I was studying for my Master of Science degree at Cornell University, I shared an apartment with an Egyptian friend majoring in theatre. I was uncomfortable every time, during conversations, he would stress a point by talking with his face about six inches from mine. My tendency was to move back. I noted that he behaved in the same manner when talking to fellow Egyptians. His “personal distance” (a technical term in the science of proxemics) is shorter than mine. We eventually both noticed and talked about it. We both saw why I felt discomfort and had to move back, and why he felt I was disinterested in what he was saying by my moving back. We became aware of our hitherto unconscious communication boundaries, and we understood why we both behaved the way we did.

“Green jokes” (or jokes with sexual undertones) can be another example of communication that violates the boundaries of a person. If the person is unaware of her communication boundary, all she will feel is irritation at the person telling the green joke. And the person telling the green joke will continue to do so, if he is so wrapped up in his joke that he does not see her discomfort. Both are unaware of the communication boundary of the hearer, and the irritating or offensive situation can repeat again and again. The solution: be aware of your communication boundary and announce it to others.

We are free to say anything… but only up to the point where we begin to violate the communication boundaries of our hearers. The problem is, people do not announce their communication boundaries, because they are often unaware of their boundaries or they are too timid to announce them. Another problem is that our communication boundaries are often not the result of our conscious choice.

At the organizational level, there are similarly unconscious communication boundaries. An example is what Chris Argyris calls “undiscussables” — topics, manners of talking, or kinds of questions or requests that are not allowed within a particular organization’s culture. Undiscussables vary across organizations and cultural milieus. Some examples of undiscussables are: political criticism against Communist Party officials, public opposition to the CEO, facts (e.g. what went wrong) that embarrass an office mate, etc. These are implicit “don’ts” or what members of an organization implicitly agree not to talk about. According to Argyris, undiscussables can block organizational learning processes.

I believe that a precondition to productive communication in a group is the conscious review, choice and announcement of communication boundaries by each member of the group. Each member decides what kind of communication he or she is unwilling to receive. In a learning organization or a learning team, communication boundaries that are explicitly announced, clarified, acknowledged and respected can better lead to productive communications.

What do you think?

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Communication Intents behind Indigo Practices

August 17, 2009

The Indigo Quadrant is where —

This series of blogs is a contribution to the shaping of new “Indigo Practices” — the survival skills we inhabitants of Planet Earth need to learn if we are to “pull through” despite the global environmental, political and religious-civilizational crises we ourselves have unwittingly created.

The communication intents behind Indigo Learning Practices are simple but challenging: to be able to understand ourselves and each other so that we can learn and build together as a group, despite our cultural, political, religious and other differences.

Towards this end, we need new and different but more workable tools for —

Here is my first-pass mind map of skills and tools for Indigo Learning Practices. It is an evolving mind map: I change and improve it from feedback from colleagues like you and as my concurrent personal experiences guide me as the blog series gets written one post at a time.

Building together

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Personal Intangible Assets and Intentions

August 14, 2009

Among KM practitioners, the word “knowledge” has a very specific meaning, namely, “capacity for effective action” (see previous blog posts “F5- A Proposed KM Framework” and “Practical Exercise #15: Ingredients of Effective Group Action”).

I wrote a paper entitled “Organisational energy and other meta-learning from case studies of knowledge management implementation in nine Asian countries”. It will be published soon by Routlege in the next issue of the Knowledge Management for Development Journal. In this paper, I reviewed 22 KM case studies from Asian countries and 21 KM case studies from the Philippines, and I concluded that effective action is the result of two factors: knowledge assets and “organizational energy“. I defined the latter term as motivational, intentional, relational and related factors that determine effective group action. A knowledge worker must “know” how to do a job well, AND he/she must be “willing or wanting” to do it. See blog post: “Q23- Know-how (=Knowledge) without “Willing-to.” Organizational energy is a part of an organization’s capacity to create value. Organizational energy is part of its intangible assets.

KM practitioners know that KM to be successful must be accompanied by one form or another of “change management” (click “Change Management Must Accompany KM” in the CCLFI opening page). If you examine the repertoire of a change management expert, you will conclude that all change management interventions aim to enhance organizational energy — it seeks, enhances, encourages, builds upon or enables “willingness” of employees to perform the desired actions. (see: “A Success Factor in KM: Motivating Knowledge Workers”)

Therefore, to optimize person-to-person communication for either creation or transfer of knowledge, organizational energy must be managed, including paying attention to the intention behind our communication acts.

Let me share an insight about personal intangible assets.

I blogged about people who had experienced looking at death face-to-face, and surviving from that experience. The experience leaves them with a heightened appreciation of life. They listen to, engage with, and live life more fully. The experience also results in a valuable learning, namely, that when your time is up, we leave behind many things that we thought we “own”. Think about this: when you or I cross the threshold to death, we leave behind:

  • Our tangible assets: properties like house and land, financial wealth, explicit knowledge, equipment and technologies (you can’t bring your laptop with you!);
  • Our physical body and its physical or biological life;
  • Our academic, professional and social credentials and positions.

I had assumed that religious beliefs cannot be scientifically scrutinized. I realized I could be wrong after I read books such as Dr. Raymond Moody’s popular book “Life After Life”. Since that time, much research in transpersonal psychology had grown. This subfield is not yet recognized by the American Psychological Association, but a couple of universities had started to offer doctoral programs in transpersonal psychology.

Thanks to this new field of research, we are beginning to see new insights about life and learning.

Dr. Moody is a physician in Pennsylvania who noted that patients who unexplainably regained consciousness hours after having been pronounced clinically dead (“spontaneous revival”) almost always have a story to tell about their “in-between” experience. The fact that some people can regain full consciousness and bodily functions hours after the brain had been deprived of oxygen is itself a medical mystery. But Dr. Moody’s interest was elsewhere: in those stories. The stories seem to exhibit similarities. Listening to the stories, it appears that the “in-between” experiences were often life-transforming for those patients. His interest grew and he sought and collected more stories from other hospitals. Eventually he published the case studies in book form in 1978.

The similarities he observed across many stories were as follows. Patients recall:

  • Passing through and eventually emerging from a dark tunnel to a place of light;
  • Meeting or being met by relatives and friends who had died before;
  • Reviewing their life in a split second — as if watching a super fast movie;
  • Having someone beside them during the life review, whose demeanour is kind and non-judgmental (the identity of this “someone” varies according to the religious belief of the patient);
  • This “someone” asks basically two questions during the life review: Q1: What have you learned? Q2: Whom have you helped or loved?;
  • Then the patient “returns” back to life.

Dr. Moody was intrigued by the similarities because the patients who told their stories were unknown to one another (and therefore they could not have secretly conspired to tell similar stories). In fact many patients regard their experience with so much significance and respect that some hesitate at first to reveal their experiences.

Did you notice that Q1 is about (using KM language) gain in human capital while Q2 is about gain in relationship capital? The indications from Dr. Moody’s studies are: we do leave behind all our tangible assets; these are NOT ours, at least not in any permanent way. But our intangible assets do stay with us! They are really OUR assets.

Findings from transpersonal psychology, and knowledge accumulated by those who practice what we can call experiential technologies (e.g. Tibetan Buddhism; see my previous blog post “A Paradox of 20th Century Scientific Practice”), indicate that we can bring with us:

  • Our intangible assets: tacit knowledge, lessons learned, relationships;
  • Our capability to be consciously aware and to make decisions, choices or intentions.

The book I am reading now is Stephen Levine’s “A Year to Live: How to Live This Year As If It Were Your Last.” I am happy to learn that many of the skills and tools in conscious living (and in “Indigo Learning Practices” in this blog series) we have been practicing and developing at CCLFI, are useful not only for personal KM and organizational learning, but also for fearlessly and smoothly crossing the threshold to death.

We saw in previous blog posts that intangible assets are more important than tangible assets in: (a) GWP and the global economy, (b) in corporations, and (c) in development of poor communities. And now we see that intangible assets are also fundamentally important at the personal level.

430px-Garborg_av_Olav_Rusti_1912

ARNE GARBORG

“It is said that for money you can have everything, but you cannot. You can buy food, but not appetite; medicine, but not health; knowledge, but not wisdom; glitter, but not beauty; fun, but not joy; acquaintances, but not friends; servants, but not faithfulness; leisure, but not peace. You can [buy] the husk of everything, but not the kernel.” – Arne Garborg, Norwegian writer and reformist

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