By Kimball Fisher
This article introduces what it states is a brand new method of how "knowledge paintings" will get performed. the writer asserts that paintings can be reorganized round paintings groups, and the way their efforts could be maximized for a aggressive virtue.
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Extra resources for The Distributed Mind: Achieving High Performance Through the Collective Intelligence of Knowledge Work Teams
Farnsworth, says he was inspired with the idea of breaking the signals into multiple lines of video data and Page 15 quickly replicating them on the back of a tube in the same way that a farmer plows row after row of furrows for planting. It just popped into his head one day when he was out in the fields near his home, rather than resulting from some sort of systematic linear inventing process. Consider another example: While we were employees at Tektronix, a company that produces high-tech test and measurement products such as oscilloscopes and logic analyzers, one of us was given a project to help reduce product development time.
And making medical determinations about patient treatment that makes up most of Page 10 the team members' jobs. That makes them knowledge workers. Working together toward common goals makes them a knowledge work team. Salespeople at AT&T, engineers at Procter & Gamble, accountants at KPMG Peat Marwick, realtors at Century 21, doctors at the Mayo Clinic, information technology specialists at GM, loan officers at the World Bank, and professors at Harvard University are knowledge workers too. So are independent consultants, architects, journalists, lawyers, insurance agents, analysts, scientists, technicians, nurses, government administrators, managers, and a host of others as well.
In so doing, we will also suggest that much of our current thinking about work is bankrupt. It is time to unlearn much of what we know about work and work teams. How This Book Is Organized In Chapter 1 we define knowledge work and highlight some of its challenges by looking at the Life Flight Network, a helicopter ambulance rescue service operating out of Portland, Oregon. Multiple case examples in this chapter will demonstrate how knowledge work differs from physical work and illustrate five defining characteristics.