Megill Thinking for a Living

The Coming Age of Knowledge Work
2. Auflage 2012
ISBN: 978-3-11-028967-1
Verlag: De Gruyter
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 209 Seiten

This book questions our beliefs in the role of the information profession and tells us how to become information workers of the future by providing advice on overcoming the challenges facing the library profession. It develops the idea of the knowledge culture and knowledge work and goes on to expand how information needs to be shared and not hoarded as in the traditional role of libraries as keepers of knowledge. This second edition provides a clear and very accessible practical framework for knowledge work.

Zielgruppe

Librarians, Information Professionals

Autoren/Hrsg.

Megill, Kenneth A.

Fachgebiete

• Interdisziplinäres Bibliothekswesen, Informationswissenschaften Bibliothekswesen, Informationswissenschaften, Archivwesen

Inhaltsverzeichnis

1;A Knowledge Worker’s Perspective;5
2;Tom Sawyer’s Theory of Work;7
3;A Philosopher’s View of Knowledge;9
4;A Personal Note to the Reader from the Author;11
5;Introduction;17
5.1;Knowledge and Management;17
5.2;Philosophers and Knowledge;18
5.3;Librarians, Records Managers and Archivists;19
5.4;Engineers and Information Technology Professionals;21
5.5;Anthropologists and Learning Theorists;22
5.6;Management Theorists;22
6;Section I: Work Transforming;25
6.1;Chapter 1: Workers Become Professionals;27
6.1.1;From Menials to Professionals;28
6.1.2;The Airplane Mechanic;29
6.1.3;Retail/Service Industry;30
6.1.4;Forms Management and Data Capture;33
6.1.5;Automobile Manufacturing: From Assembly Lines to Quality Circles;35
6.1.6;Military - Network Centric Warfare;37
6.1.7;Many More;40
6.2;Chapter 2: Professionals Become Workers;41
6.2.1;Knowing More and More About Less and Less;42
6.2.2;Alienated Work;42
6.2.3;Professionals - The Modern Thinkers;44
6.2.4;Professional Associations;45
6.2.5;“De-Professionalization”;46
6.2.6;Education - From the Box to the Team;47
6.2.7;Universities Straddle Conflicting Missions;49
6.2.8;Medicine - the End of the Super Doctor;50
6.2.9;The Production of Knowledge;51
6.2.10;Management;54
6.2.11;The Life of the Intellectual;55
6.3;Chapter 3: From Cooperation to Collaboration;58
6.3.1;Breaking the Link of Work and Time;60
6.3.2;Cooperation and Collaboration;62
6.3.3;Beliefs That Underlie the New Work Culture;63
6.3.4;Information Sharing;65
6.3.5;Moving From Cooperation to Collaboration;65
6.3.6;A Management View;67
6.3.7;A Culture of Ownership;68
7;Section II: New Ways to Think About Work;75
7.1;Chapter 4: Knowledge Work;77
7.1.1;The Fourth Wave;77
7.1.2;Characteristics of Knowledge Work;79
7.1.3;Knowledge: Justified True Belief;80
7.1.4;Knowledge, Information and Data - Some Distinctions;83
7.1.5;Wisdom - the Other Side of Knowledge;83
7.1.6;Work and Activity;84
7.1.7;Going to Work;85
7.1.8;Playing Office is not Work;86
7.1.9;The Magic of Understanding;87
7.1.10;Creativity;88
7.1.11;An Ontology of Work;89
7.1.12;What is Orthodox Marxism?;90
7.1.13;Knowledge Management;95
7.2;Chapter 5: Integrated Digital Environment;98
7.2.1;Technology Scaffold;99
7.2.2;The Three Principles of an Integrated Digital Environment;100
7.2.3;The Power of Working in a Web Environment;102
7.3;Chapter 6: Communities of Practice;108
7.3.1;The Baobab Tree - How One Kind of Community Shares Knowledge;109
7.3.2;Ba - A Japanese View of Community;112
7.3.3;Practice/Praxis;113
7.3.4;Cultivating a Community of Practice;115
8;Section III: The Work of Changing;117
8.1;Chapter 7: Can There Be Joy in Work?;119
8.1.1;One Person at a Time;120
8.1.2;The Thinking Machine;122
8.1.3;Work is a Social Activity;123
8.1.4;Inherently Democratic;124
8.1.5;An Anthropologists View of Work;126
8.1.6;Overcoming Bad Habits;128
8.2;Chapter8: Thinking Spirally;130
8.2.1;Software Development;131
8.2.2;We Don’t Know the End;132
8.2.3;Agility;133
8.2.4;Moving to the Cloud and Open Data;134
8.2.5;Designing for Flexibility;135
8.2.6;Four Philosophical Theories for Knowledge Work;135
8.2.7;Understanding (Hermeneutics);136
8.2.8;Abduction;138
8.2.9;The Community of Scientific Inquirers;140
8.2.10;Faceting;141
8.2.11;Dialectical Thinking;145
8.2.12;Toward a New Theory;147
8.3;Chapter9: The Practice of Transformation: Three Practical Steps;149
8.3.1;Leadership from Above: Change from Below;153
8.3.2;Step I: Understand the Work and the Workflow;155
8.3.3;Step II: Understand the knowledge/information produced doing the work and make it accessible to those who need it to do their work;157
8.3.4;Step III: Understand information used (or needed) to do the work and make it immediately accessible to you and your colleagues — 143 A Work in Progress;160
8.4;Chapter 10:0ne Society at a Time;163
8.4.1;Revolutionizing the Nature of Work;164
8.4.2;Marxism with Chinese Characteristics;167
8.4.3;One Transformation Among Many;169
8.4.4;Learning from the Chinese Experience;170
8.4.5;Some Specific Suggestions;170
9;Epilogue: Work Becomes Play;172
9.1;What about Knowledge Management?;173
10;Appendix;175
10.1;The Air Force Project: From Computers and Wires to a Culture Change;175
10.2;How it came about;176
10.3;The Role of Leadership;180
11;Afterword;182
12;Acknowledgments;190
13;Glossary;195
14;Resources and Citations Listing;198
14.1;World Bank Studies;204
14.2;Web Sites;205
15;About the Authors;206
15.1;Other Books by Kenneth Megill;206
16;Index;207

Über Autor(innen)

Kenneth A. Megill, Knowledge Application Services, Washington, USA.