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The adventure into Knowledge Economy didn’t went on so well. My application to a scholarship in Finland has been refused. Being left out I came up with some random reflective thoughts about KE. So here goes nothing:

– in KE many pay to get knowledge, few get paid for doing it. Although I see myself more like Ismael than like a turist (remember Ismael getting into the boat in the beggining of Moby Dick?) the fact is that  I am on the side of the payers not of the receivers.

– Economic logic is fallacious, it goes on in a circle: to get a job you need a job. To be a researcher (paid as such) you need to be a researcher.

–  Kuhn was right: where do you stand?  Ambiguities don’t exist. We should behave as one of them. Cannot stand in between  – Am I to be a philosopher? An information researcher?

–  KE has strange consequences: things will get to this rather obscure point, in which the imperative of learning: “keep learning, throughout life” will amount to a Devaluation of Knowledge you already hold. There is no definitive knowledge, K has perishable value.

I strongly desagree with many of the premisses of KE I have stated here. But of course, all of these premisses are disputable, and might be false. Don’t put your emotions into your applications, they might blur your judgements. Probabilities is the right framework to view your application’s efforts.


A new style of management is described in this article :

“The company began to be run through unstructured collaboration. A never-ending management stream-of-consciousness based on e-mail, instant messaging and internal social media became the center of the action. This style of working is taking hold at many young companies.”

The positive feature of this style imprinted by young digital native  CEOs (20-30 years old) is trust:

“The positive part of meetingless management is that it assumes everyone is doing his or her job and checking in if they need help. It is an empowered, management-by-exception model. The meetings that the 50-something CEO held were a way to enforce control, to keep people from working on their own. The digital native CEO says implicitly, “I trust you. Take care of it, and let me know if you need help.”

How are work flows understood and managed? I would call it: meta-work data. A “stream-of-consciousness management” is thus created by reinforcing metrics, milestones, progress monitoring and predictive power. A list of six sucess critical factores is presented in the end of the article.

Though overall this is a positive account of this (r)evolution, a final warning is made:

Empowerment needs some structure to avoid confusion and at worst chaos. Stream-of-consciousness management must take place within a defined context to succeed in the long term. It is the rare chief executive of any age that gets this balance right.”

Post-scriptum: Let me add this curious detail. I came across this article through Facebook. It was published by one of the participants in one of the world’s largest collaborations. A scientific collaboration at CERN. Is the model of collaboration @ CERN worn-out? This is also a slight variation on the narrative of internal, immanent structures of HEP’s field, exported to the outside. I’m curious about this, because of my previous reference frame of these questions. I will make a post about it. Later.