Knowing Knowledge

I’ve completed a book “Knowing Knowledge” – available here for purchase or a free .pdf download. Much of what I’ve been discussing with connectivism in this forum is explored in the book…in particular, the notion that knowledge and learning are less product-based today, and more process-based. Change is so rapid in most fields today that we don’t have time for knowledge to “harden” before it is amended or revised by new discoveries. Let me know if you have any thoughts on the book…

One Response to “Knowing Knowledge”

  1. Bob says:

    Yes. The 10,000 year old problem of converting bosses to leaders is paramount. If bosses would change, the US economy would triple. Demming stated that 98% of managers have problems in this area. This means that 98% of the workforce lacks enthusiasm to a more or less degree. Maslow blames laziness on lack of secondary unfilled genetic needs. My experience after 25 years of managing in thirteen countries around the world is that if you encourage employees to think and grow, are perceived as caring, say please, thank your and smile, profits will triple regardless of culture, religion or geographic location. It’s a given!
    Are bosses reluctant to change because they are arrogant, egotistic, selfish, greedy, power hungry or simply ignorant of why employees react the way they do? Or all of the above? The information about why we react the way we do exists in the scientific sections of bookstores and libaries. Why do bosses resist it? How quickly we sell this message to those who manage others (i.e., politicians, teachers, clerics and corporate decision makers) determines the competitive corporate position and US economy. Freedom of each individual’s to use their diverse intelligence to improve the company or the nation’s worth is the key, but who has the best idea on how to speed up the process?
    Bob Carpenter