During changing times, we experience the past, present,
and future, all at the same time. How can we engage the different
visions, sights, and sounds? And how can we each understand, in
terms meaningful to our individual frames of reference and experience,
what the future for e-knowledge may hold? The future is not a message
to be conveyed from the prescient to everyone else; it is visions
and experiences to be engaged in an evocative manner by everybody.
In this new world, the search for simplicity
is tantamount to coming to the core understanding of how something
is. I find the old cliché, You dont really understand
something until you can say it in a simple way, to be incredibly
true and unbelievably useful. And I think today, in the era where
the economy of attention reigns supreme, the ability to get to the
very essence of whats going on very rapidly also provides
The power of saying simply makes all the
difference in the world. The key to me is learning how to craft
evocative objects: they could be metaphors, sayings, or experiences
which rapidly help the other person rapidly construct their own
understanding. Again, not provocative as much as evocative, so that
it evokes the right kind of ideas in the listener. Great learners
are, of course, great listeners, and if you learn how to listen
to and through an evocative object, you learn how to leverage your
emotional side as well as your cognitive side.
John Seely Brown
The future is conditional, not deterministic. It depends
on what we do, as well as major trends, external forces, and developments.
We have the power to derail the future as well as enable it. Over
the next several years, advances in the tradecraft of e-knowledge
will enable significant reinvention in e-learning and knowledge
management, but only among those enterprises and practitioners who
have the means, the vision, and the will to make it so.
The only way to predict the future is
to have power to shape the future.
Over the next few years, we will witness the existence
of past, present, and future versions of best practices,
all existing concurrently in different settings and often in the
same setting. Most enterprises will hedge their bets as they migrate
their initiatives toward the e-knowledge paradigm without fully
abandoning the existing paradigm. Under such conditions, the term
best practice becomes especially problematic.
The future is called perhaps,
which is the only possible thing to call the future. And the important
thing is not to allow that to scare you.
The simple fact is that even highly innovative enterprises
maintain a portfolio of initiatives ranging from improvement
to incremental innovation to radical innovation.
Under such conditions, their notion of best practice
is highly situational. Our challenge is to identify the emerging
best practices, business models, and strategies that are likely
to emerge as the e-knowledge paradigm matures and tradecraft develops.