A revolution in the sharing of knowledge…
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Beyond Existing Knowledge Concepts and Experiences (continued)
Chapter 1
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Like e-business, e-knowledge uses ICT to transform relationships, processes, and value propositions relating to the creation, management, and sharing of knowledge. This is a good place to begin: with the expectation that e-knowledge will dramatically transform processes and practices. But the upside of e-knowledge extends further to enhance our capacity to advance knowledge and even wisdom. New Visions, New Terms, New Experiences, and New Behaviors Transformation often requires a new vocabulary. Old words carry the baggage of established, implicit meanings. The same is true for existing disciplinary and topical constructs and familiar organizational structures. Learning and knowledge management have well understood meanings today. As they change into something quite different from today’s practice, what new visions, terms, and practices will be necessary? And what new experiences? How can we develop new knowledge patterns in the large segments of the workforce and learning force whose mental patterns and preferences are well established, even entrenched in a slow, sequential, patterned approach to learning and knowledge assimilation? |
How can we use our anticipation of these emerging conditions to accelerate and shape their development and prepare for a future for e-knowledge that improves ourselves, our institutions, and our society? Transformation will require new competencies and behaviors from knowledge workers of all kinds. For example, we need to dramatically enhance our capacity to cultivate and share tacit knowledge, especially the tradecraft and bits of know-how relating to learning in context. The new patterns of behavior that evolve over the next few years—be they a supercharged version of swarming and klogging, conducted in peer networks and communities of practice, or something altogether different — are likely to surprise us. It’s less important that we be able to precisely predict that new behavior. Rather, we need to be able to cultivate and nurture it. Uses of Foresight Transforming e-Knowledge aims to motivate reflective foresight on the future of e-knowledge. Richard A. Slaughter (2002) of the Australian Foresight Institute identifies three kinds of foresight:
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The chart on the following page compares and contrasts some of the changes that the future of transformative e-knowledge will hold.
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| Slaughter’s framework below can serve as a guide to our foresight about e-knowledge in the following ways. | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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