Tag Archives: knowledge management

I’m back!… And I presented at a conference!

housing-memory-posterI have been on temporary hiatus from this poor, neglected blog throughout the past semester. This is because I have been so busy at school, that all I want to do when I come home at night is: 1) Eat a delicious dinner, and 2) Allow my tired brain to be washed over with the mindlessness of prime-time television. Glorious, glorious television!

One interesting project that kept me busy was a presentation for the Housing Memory Student Conference, at the Faculty of Information. This conference was organized by two incredible students, Ania and Monica, who single-handedly organized the event, complete with 24 panelists, a brilliant keynote from information science superstar, Geoffrey Bowker (you can listen to the podcast of his presentation from the iSchool Podcast website here), and a roundtable with a whole bunch of really smart people, who discussed, “memory and its architectural manifestation in archives, libraries, museums, information systems and material and digital artifacts.” Can you IMAGINE doing all that while going to school full-time and working? Good lord.

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KM and the Tipping Point

I’m in the middle of reading Malcolm Gladwell’s, “The Tipping Point.” It’s a very interesting read, in which Gladwell attempts to put his finger on how certain social behaviours or events go from being a blip on society’s radar, to being a full-blown social phenomenon. Gladwell argues that these success stories got to a tipping point, and then exploded into popular culture.

The particular section I’m reading is an anecdote about a company called Gore – as in GoreTex, though they also make tons of stuff for the electronics industry, health care and the military (and here I thought they only made rain jackets). Gore never has more than 150 people at a single plant; if a plant grows beyond that, they buy a new plant and split the group in half. The founder, Bill Gore, noticed that things get clumsy at a hundred and fifty, and that in small plants every part of the process for designing and making and marketing a given product is subject to the same group scrutiny to ensure a constant climate of innovation and sharing, and a holistic understanding of production. There is a common relationship among workers so that they are constantly moving forward and a sort of “peer-pressure” develops which ensures everyone is working toward a unified goal.

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