Quoth

I believe most people have a natural desire to learn, to share what they know, and to make things better. This natural desire is thwarted by disorder (hurdles and deterrents) that we erect in our organization. These includes:

1. 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.

2. 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?”

3. 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.

4. 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.

5. People who lack of contact, relationships, and common perspectives among others who don’t work side-by-side. 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.

If you have one or more of this disorder, consider Practitioner Group as alternative to overcome your problem of cultural domination in learning, sharing, and improving your practice materials, procedures, tools, trainings, and metrics.

Moreover, the owner of Connecting Practice is inviting you to participate in discussing and sharing your free practice materials, procedures, tools, trainings, and/or metrics. By joining the Practitioner Group of your needs and/or interests, it will involve and give you an opportunity to embrace the value and reap the potential benefits.

References:

[1] Albrecht, Karl, 17 Basic Syndromes of Dysfunction: The Power of Minds at Work: Organizational Intelligence in Action, 2002, URL: http://www.peace.ca/organizationdysfunction.htm

[2] Identifying and Transferring Internal Best Practices By Carla O’Dell and C. Jackson Grayson, merican Productivity & Quality Center, URL: http://www.bettermanagement.com/library/library.aspx?l=1862

Connecting Practice is maintained 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 organization and people in creating common education.

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:

1. 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.

2. 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?”

3. 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.

4. 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.

5. 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 owner of Connecting Practice is building collaborations with target audiences who can help him make the message reach organization and people. This includes inviting them to provide him with their inputs (comments, suggestions, etc). You may click the Work Plan link in the sidebar for more details.

Come and join “Connect With People Supporting Connecting Practice” Facebook Group at: http://www.facebook.com/group.php?gid=10104218671

So what is special about a practice? A person needs a practice because the practice can help him/her to fulfill a great need in him/her - the need to work.

In the Historical Highlights page, the building blocks presented a conceivable work of a person that holds the seeds of obtaining wisdom. The seeds (spiritual, moral, physical, mental, emotional, personal, relational, occupational, professional, cultural, environmental, social, financial, political, reinforcement, and/or etc.) are categories of practice that receives the action, task, and/or activity performed by the initiator or acceptor of practice.

Moreover, the categories of practice are described (some were extracted from Wikipedia) in brief below based on my personal views aim to nurture, spark, encourage, and/or give the people an opportunity to think more about their practice. Note that each category could be described in many context because of their chance on multiple views.

Spiritual - May refer in this context to spirituality, a concern with matters of the spirit. Moreover, spirituality is man’s attitude and actions based on his relationship with God and in accordance with his faith. This is a condition wherein man does not wish to offend God by doing wrong to himself and to other people. He tries avoiding unkind and unjust actions towards other people.

Moral - May refer in this context to moral values, a thing held to be right or wrong or desirable or undesirable. It is having a correct, honorable, and conscientious state of mind and attitude on acknowledging the right of others.

Physical - In this context, it Involves the use of the physical body in achieving goals.

Mental - May refer in this context to the collective aspects of intellect and consciousness which are manifest in some combination of thought, perception, emotion, will and imagination to make a choice, reflect on values, solve problems, etc.

Emotional - May refer in this context to emotional intelligence, an ability, capacity, or skill to perceive, assess, and manage the emotions of one’s self, of others, and of groups.

Personal - May refer in this context to interests or goals, a state of affairs or a state of a concrete activity domain which a person is going/tends to improve, achieve, and/or obtain.

Relational - May refer in this context to position relating to others and the world, a development of the Self-Unself (SU), the Self-Others (SO), and the Self-World (SW).

Occupational - May refer in this context to occupation, a principal activity (job, employment, or calling) that earns money (regular wage or salary) for a person.

Professional - May refer in this context to a person in a profession, a certain types of skilled work requiring formal training/education, or in sports a sportsman/sportwoman doing sports for payment. It is a worker required to possess a large body of knowledge derived from extensive academic study (usually tertiary), with the training almost always formalized.

Cultural - May refer in this context to culture, a pattern of human activity and the symbolic structures that give such activity significance.

Environmental - May refer in this context to environmentalism, a concern for the preservation, restoration, or improvement of the natural environment, such as the conservation of natural resources, prevention of pollution, and certain land use actions.

Social - May refer in this context to relations between people (social relations), but more specifically a relation between individuals insofar as they belong to a group, a relation between groups of people, or a relation between an individual and a group of people. It is an ability of a person to interact effectively with others. It involves the skill of communication and good public relations regulated by social norms, between two or more people, with each having a social position and performing a social role.

Financial - May refer in this context to activity of finance, an application of a set of techniques that individuals, businesses, and organizations use to manage and control their financial affairs, particularly the differences between income and expenditure and the risks of their investments.

Political - May refer in this context to politician, a person who influences the way a society is governed through an understanding of political power and group dynamics. It shapes the collective viewpoints by being opinionated, results-orientated, high in influence, building alliances, guiding others, being power conscious and persuasive.

Reinforcement - May refer in this context as a category that strengthen approved behavior, response, and/or performance.

Seperately, I will describe each category more in terms of their theoretical framework, conceptual framework, operational framework, and/or subject thought forms for better understanding. This includes identifying possible practice and thier criteria for measuring skills to further develop the practice.

Further, the categories of practice must provide space wherein it can create a place for new ideas and choice behavior. It must also adopt a process that balances development, collection, and presentation of practice. Without this behavior, then it might destroy or damage fresh practices and new beginnings to emerge and nurture in the future.

I wonder what is wrong with your practice? What are your most concerned about your practice? What do you know for sure and what are you not certain about your practice? Here I am moved to offer you the Practitioner Group.

Getting involved in emphasizing Quoth importance is of a participating nature. It is a state that conceives and constructs relationships between Quoth and different groups of people and organizations. The relationships could do things to nurture, spark, and increase Quoth awareness and understanding.

Thinking about a time when Quoth will be given a chance to identify and establish a special interest group to produce organization development, facilitation, education, training, service, and program, its members must be a range of consultants in public and private sectors, the group tasks would be:

• To feel that they can make a difference.
• To interrelate current personal, work, and program activities.
• To develop ways of achieving a more coordinated approach.
• To review the skills and training requirements of those involved.
• To identify shortcomings within and the means of overcoming them.
• To establish a framework for current and future educational development.
• To determine the training needs of everyone who may not yet possess the skills and abilities required by the position he occupies.
• To recommend a program for action and delivery, and systems for monitoring and evaluation.
• Etc.

Moreover, the special interest group must acknowledge that better care for the means will not be achieved without the general public. Thus, the group must concern with the general public and cast its net as widely as possible in order to contribute to them. The group must touch them, and if possible draw them into partnership and encourage them to adopt Quoth in their practice.

At the outset, members of the special interest group must contribute information based in their own experiences and improvements. The group must identify range of knowledge and interests.

Yes, maybe the question does sound like a crazy idea, but what is the wisdom in the question?

During the early research and development stage of Quoth, it made me to think about those people who changed the world, and ask, what is their purpose? What represent their works? What proposition of their works relates to our past or current situations? Horizontally or vertically, what is the connection? These people who changed the world are many to mention, but I have listed some of them, namely as follow:

1. Henry Ford - Who revolutionized the manufacture of automobiles and thus eventually changed the lives of americans and of the world.
2. Wrigth Brothers (Orville and Wilbur) - Who invented the airplane.
3. William Gates II - Who dominate the computer world.
4. Philo T. Farnsworth - Inventor of television.
5. J.C.R. Licklider - Father of internet.
6. Edwin H. Armstrong - Radio inventor.
7. Thomas Alva Edison - Invented electric light and movies.
8. Samuel Morse - Inventor of telegraph.
9. Richard Woe - Inventor of rotary printing press.
10. Christian Schusele - His large canvass depicting Americans of the 19th century and had changed the world.
11. Edward Sorel - Similar canvass was printed depicting 20 Americans of the 20th century who also have changed the world.

Aware by the works of these people, my inquisitive outlook to understand things have guided and instructed me to search for answers and affirmation.

One day, the word “communication” struck me. It leads me to examine the communication infrastructure development history. In my research, I read about the birth of language and writing systems from c. 3000 B.C. to present discoveries and innovations. This includes pictographs, hieroglyphic, tortoise shell, oracle bones, papyrus roll, paper, book, printing press, libraries, computers, telegraph, photography, movies, telephone, magnetic recording, televisions, integrated circuits, micro chips, internet, and cell phone. Enlightened by these thoughts, I relate my research to some of these people I mentioned who changed the world. The relation leads me to notice that all their works seems relating, forming, and directing into something in which at that foremost stage is not clear to me.

The above findings have made me to submit myself more just to find the answer. When I consulted the moral theology, I found these words from the Holy Father, John Paul II. “Learning this Trinitarian shape of Christian prayer and living it fully, above all in the liturgy, the summit and source of the Church’s life, but also in personal experience is the secret of a truly vital Christianity, which has no reason to fear the future, because it returns continually to the sources and finds in them new life.” (Novo millennio ineunte, 32) Blessed JOSEMARIA ESCRIVA Founder of Opus Dei, Bulletin No. 19, Manila. The words of the Holy Father have inspired and guided me in fulfilling the essence of my endeavor ever since.

Again, The word “communication” struck me While ‘m doing progress in my research. This time, it made me to realize that those people who changed the world and the communication infrastructure development history are interwoven. And when I relate my thoughts and understanding to the words of the Holy Father, it made me to see the connection. That is, the connection energizes the works of the people and serve the purpose of communication. I believe the purpose of communication is found on better promises.

Having this finding, I thought about “in-between time.” That is, the time after this realization and before the fulfillment of the words of the Holy Father. I may sound doctrinaire, but I believe the words of the Holy Father can only be achieved by means of connection. That is, the people need that ultimate and intimate sense of connection to make and achieve the results.

Currently, I am appreciating those people who changed the world. I believe, there is good to benefit from these people with their works like increasing our connection and/or implementing of something new.

Thinking about “Quoth,” it reminds me of the words of the Holy Father; and it guides me to participate in the creation of knowledge management.

How do you want us to work together? How would you like it to be?

In this study, the knowledge management tool adoption serves as the independent variable, while the validity and reliability of strategy is the dependent variable. The shortcomings and difficulties in strategic planning, which serve as the intervening variable, may affect the validity and reliability of strategy, but a person’s better understanding and action could help him/her achieve the validity and reliability of his/her strategy.

Moreover, by adopting the knowledge management tool for achieving a purpose, a person may assume that the validity and reliability of his/her strategy will lead him/her to improve his/her performance, practice and outcome.

Furthermore, the knowledge management tool adoption offers exciting possibilities based on the following characteristics:

1. It is an “on-going” process.
2. Social order has a chance to emerge.
3. It can contribute towards the evolution of strategy to its final shapes and forms.
4. The knowledge management tool can prove critical when a person have real responsibilities to meet.
5. With careful analysis, a person can better respond to the uncertainty of people and/or company disorder.

The diagrammatic representation of the conceptual framework below shows the expected flow of relationship between variables.