Harold Jarche: Profiles in Knowledge
This is the 72nd article in the Profiles in Knowledge series featuring thought leaders in knowledge management. Harold Jarche (pronounced jar-key) is an international consultant and speaker, helping people and businesses adapt to the network era. Harold provides pragmatic guidance on connected leadership, social learning, personal knowledge mastery, and workplace collaboration. We have been long-time followers of each other’s posts and were both workshop presenters at KMWorld 2018.
Background
Harold consults with organizations to adapt to the many challenges facing us today by focusing on knowledge-sharing and sensemaking in networks. His personal knowledge mastery framework provides professionals with practical methods to connect work and learning. Harold works with individuals, organizations, and public policy influencers to develop practical ways to improve collaboration, knowledge sharing, and sensemaking.
A graduate of the Royal Military College, Harold served over 20 years with the Canadian Armed Forces in leadership and training roles. Harold began his career as an officer with Princess Patricia’s Canadian Light Infantry. He completed his service as a Training Development Officer with the Royal Canadian Air Force where he conducted the analysis and design of training for aircrew and technicians on the newly purchased CH146 helicopter. In 2003 Harold launched his independent consulting practice in Sackville, NB, Canada.
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Stan Garfield recently posted 16 reasons why people don’t share their knowledge. Of these 16 reasons most are due to a lack of information, tools, incentives, or motivation. These are systemic barriers to knowledge sharing. Only a few are due to a lack of skills or knowledge, which could be addressed through formal, informal, or social learning.
In my experience the core issue is trust, which Stan outlines in his second point.
2. They don’t trust others. They are worried that sharing their knowledge will allow other people to be rewarded without giving credit or something in return, or result in the misuse of that knowledge.
When trust is lost, knowledge fails to flow. When knowledge flow is stemmed, trust is lost. This happens in organizations. It also happens at a societal level. Networks of trust are what create value at all levels for human society.
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Directrice adjointe à la Direction des affaires éducatives at Fédération des cégeps
3yDaniel!
Helping leaders with innovation, knowledge & learning for improved competitiveness and profitability
3yVirginia Power David Byrne #cilipkim timely!
I am passionate about designing community-centric organizations that reward the best in people by connecting, energizing, and empowering them.
3yHarold is great - and has the perspective we need in our organizations as learning and work merge into an iterative cycle and relies more on quickly evolving tacit knowledge