Connecting Practice is an operational characteristics of Quoth at work. It uses one or more modeling principles of practice generalization to develop and serve as a practice program resource blog that identifies, promotes, and shares a running log of free practice materials, procedures, tools, trainings, and metrics for society, organization, customer, and people in creating common education.
To visit the available Connecting Practice topics, please take a few minutes to select and click a particular link below.
- Knowledge Management (KM)
- Quality Assurance and Software Testing (QAST)
- Software Development (SD)
- Hardware Development (HD)
- Network Development (ND)
Currently, Connecting Practice is progressing in the hope of arriving at a solution to disorder (hurdles and deterrents – a problem of cultural domination in learning, sharing, and improving our practice) characteristically below:
- A culture that values personal technical expertise and knowledge creation over knowledge sharing. This is rampant in engineering and knowledge-based organizations, such as consulting and research firms.
- An organization who disintegrates into a group of isolated camps With little incentive or lack of need or responsibility to share knowledge and/or practice with others. They promote “silo” thinking and hoard knowledge and/or practice, in which locations, divisions, and functions focus on maximizing their own accomplishments and rewards. Their question, “why should I share my knowledge and/or practice?”
- An organization who allows or rewards not the people for taking the time to learn and share and help each other to improve knowledge and skills.
- A leader who demonstrates the “not-invented-here” syndrome – it is the lack of experience learning from outside one’s on group – or refuses to bring in new ideas committed to an obsolete practice which once made the group successful, but which now threatens to sink it. S/he is unable to innovate or even reinvent the practice.
- People who lack of contact, relationships, and common perspectives among others who don’t work side-by-side. It creates interaction patterns with little incentive to cooperate, collaborate, share information, or team up to pursue mission-critical outcomes. In most organizations, the left hand not only doesn’t know what the right hand is doing, but it also may not even know there is a right hand.
Moreover, the free practice materials, procedures, tools, trainings, and metrics in Connecting Practice that come from organization and/or people in unfiltered formats raises questions about its authenticity, validity, and reliability; and the uncertain quality and expanding quantity of practice pose large challenges for society. Thus, the integrative, comprehensive, desirable, and purposeful value of these are the challenges.
Further, the free practice materials, procedures, tools, trainings, and metrics in Connecting Practice are not authorized, approved, enforceable, the only recipe for creating, and should be used only for reference in modeling a practice and equipping the organization and people in their direction to accomplish specific purpose. What the organization and people are able to obtain from using Connecting Practice are dependent only on their act of the will, degree of motivations, commitment to the practice; cultural values, ethics, and abilities to do best and implement the practice effectively; purposeful stability of management; resources; and how their respond to the practice chosen.