How to Acquire the Deep Smart Skills - Term Paper Example

Task: Internship Reflection Make Yourself an Expert by Dorothy Leonard, Gavin Barton, and Michelle Barton Introduction According to Dorothy Leonard, Gavin Barton, and Michelle Barton, organizations rely on particular skilled individuals for some technical expertise. These individuals include risk managers, operation troubleshooters, or salespeople. Even those people who are famous of their achievements in their areas seek knowledge from other people within their organizations. If you desire to become that person in an organization who people goes to when they want some advice and you do not have an opportunity or time to accumulate all the knowledge from your predecessors, it is crucial to look for the knowledge in various other ways. This article is aimed at assisting the reader on how to acquire this basic knowledge to become go-to experts. His article will look at the steps followed by Melissa, a sales person with goods potentials and would like to become a go-to person of her company. She chose her general manager in the company to be her mental since he is the go-to guy in sales. A rare asset Deep smarts consist particular way of thinking and decision-making that leads to their success repeatedly. This rare asset is found in just a few individuals. Deep smarts can be hired right out of school or off the street. These skills are learnt by, consciously thinking the way experts in your institute operate, and learning from them. This means that the learners will see their way of thinking and doing things, copy, and modify the ideas. Deep smarts are always unique and despite the fact that the skilled are learnt from others, the learners should be unique in their own ways. Nevertheless, a person cannot rely on mentors and organizations for skills and this necessitates the need to go an extra mile to look for this skills. The right system The right system is obtained from various people who have managed to acquire the deep smart skills. Melissa has worked with an international beer company for a period of more than eight years. She started from a small rank and aimed high now she is the sales rep of the company. She has not settled yet and she wants to become the VP of her region. She has been learning from George, her general manager who has also grown from the ranks of sales to his current position. He is now a brilliant decision maker, an exceptional innovator and negotiator as well. He is said to have exceptional abilities to reason both tactically and strategically regarding the business. It should be noted that not everything, which George knows is valuable, and Melissa also has some skills of her own. She wants to add some techniques from George to add to hers and become a deep smart. Fortunately, for her George is willing to share his deep smarts with her and Melissa is ready to learn from him. She could interview George to get skills that will help her in her venture. She learns by noting down various important points from George in her notebook. She could accompany him as he goes to do various duties and learn how he did. At last, she managed to acquire the skills that she wanted. Conclusion Deep smarts are of great demand since they are a rare asset. Many people in various organizations would like to become the go-to individuals in the particular organizations. However, these skills can only be learnt, from those who contain the skills. It takes years of learning and trying to incorporate the borrowed skills and the inborn skills to become the go-to individuals. Work Cited Dorothy Leonard, Gavin Barton, and Michelle Barton, “Make Yourself an Expert”, How t o pull knowledge from the smartest people around you.2013, Vol 3 (2013) A dynamic theory of organization knowledge creation by Nonaka Ikujiro Introduction In this article, Ikujiro aims at processing a paradigm for managing the dynamic features of an organization knowhow creating process. Its main premise is that organization knowhow is created via a constant dialogue between tacit and unequivocal knowhow. The nature of this conversation is observed and four interaction patterns involving explicit and tacit knowhow are acknowledged. It is argued that as persons create new knowhow, organizations play a crucial role in amplifying and articulating the knowledge. A hypothetical framework is developed that avails an analytical view on the component dimensions of acquaintance creation. This framework is then applied in two equipped models for helping the dynamic creation of suitable organizational acquaintance. Difference basic Concepts and representations of organizational acquaintance Creation The subsequent subsections explore some primary constructs of organizational knowledge creation theory. They start by discussing the information and knowledge nature, and then make a difference between explicit and tacit knowledge. This difference represents what could be illustrated as epistemological dimension to managerial knowledge production. It accepts a nonstop dialogue between tacit and explicit knowledge that drives new concepts and idea creation. a. Knowledge and Information The term knowledge contains enumerable meanings. Here it is seen as a constant human process of mitigating personal beliefs as a part of an aspiration for the legitimacy. Even if the terms knowledge and information are often used interchangeably there is a clear difference between these two words. Furthermore, information is a product that is able to yielding knowledge. b. Commitment on the part of the knowledge subject The main drivers in the organizational knowledge creation are individual affiliates of an organization. Affiliates are constantly entrusted with recreating the world in compliance with their views. According to various scholars, they recognized that, “commitment” motivates human knowledge creation. In any organization, there are three main contributors of human commitment and they include; autonomy, intention, and the extents of knowledge creation. c. Managing the Organizational Knowledge Creation Process This part draws on preceding arguments in order to develop a realistic view on the management acquaintance creation. Its main motive is to harmonize the individual commitment aspect to the process of knowledge creation, with “organization-wide” enabling conditions, which promote a more positive environment for knowledge creation. These enabling condition’s analysis - information redundancy, creative chaos, and requisite diversity – is developed below, before making particular proposals pro management models like, hypertext organization and middle-up-down management. The old model associates with management styles as the modern focuses on organizational design. As earlier mentioned, environmental fluctuation are among the factors contributing to personal commitment. Environmental variations at organizational level can result to creative chaos, which initiates the knowledge creation process. Referring to the “order out of noise” principle by von Foerster, an organization can better its capacity to endure by intentionally initiating its own noise. Conclusion As noted here, knowledge and information are two different words with different meanings. According to Machlup, information that might add to, reorganize or transform knowledge. Regarding Dretske, information is a product that is able to yielding knowledge. As noted in this article, people create the knowledge that they use and not inherit it. A lot of effort is put towards the knowledge creation process, in order to be fruitful. As previously, mentioned, environmental variation is among the factors contributing to personal commitment. Individual commitment adds to the knowledge creation and if people are committed, there will be an increased growth in terms of knowledge created. Works Cited Nonaka, Ikujiro. "Dynamic Theory of Organizational knoledge Creation." Organizational Science. Vol 5 (1994). Internship reflection I used to think that a workplace is a place where a person who has acquired skills in a particular field goes to put the skills into practice. Even though I was so wrong about it, I was not completely wrong. People go to utilize their acquired skills to be rewarded. However, I know understand that a lot happens at the work place besides working or utilizing skills. People go to the workplace to learn and acquire skills that they initially did not have. The learning process does not end just after graduating from school but continues up to the work place. There are skills that are not learnt at school but are important in performing particular duties in an organization. They are acquired as experience during the working process. When looking at the activities of Melissa at her work place it was more of learning than working. She was always keen and eager to learn from George, her manager. She knew that to gain deep smart skills, she ought to learn them from those who poses them and not from school. She followed him as he did his daily chores and noted how he did and asked some questions to be perfect. She had information that knowledge is gained through learning. Because of her enthusiasm to get the knowledge she wanted, she committed herself unto it. After along time of endurance and commitment, she managed to get various promotions from her previous rank of a sales person, to being a sales rep in the organization. During internship, people get to learn various techniques used by various organizations to service the struggles in their particular industries. People get to learn skills that are required in managing the knowledge creation procedure. For instance, most managers utilize creative chaos, requisite variety, and redundancy in managing the acquaintance creation procedure. In utilizing the creative chaos technique, managers can intentionally cause an issue in an organization and let the workers find a solution for it. By doing so they will have created knowledge that was not there previously. Such a skill cannot be acquired anywhere but at the work place. At the workplace, people get to know the value of rare assets. They will see how valued they are and make efforts to acquire the skills and in the process in leads to knowledge creation through commitment and devotion. Using the example of Melissa, she was a dedicated person who was willing to do what it takes to acquire skills that will make her a valuable asset of the company. She learned skills from her mentor and added her own skills to be unique in her way. In short, these have really change may perspective towards the workplace. I learned the devotion required for any person to succeed any particular field. Read More