The New Liquidity Of Learning

Embed from Getty Images

 

“In the industrial age, companies did their utmost to save themselves time by increasing their efficiency and productivity.  That is not enough today.  Now organizations need to save their customers and citizens time.  They need to do their utmost to interact in real time.  Real time is human time.”

“So in order to run in real time, our technological infrastructure needed to liquefy.  Nouns needed to be verbs.  Fixed solid things became services.  Data couldn’t remain still.  Everything had to flow into the stream of now.”  -via Kevin Kelly The Inevitable: Understanding The 12 Technological Forces That Will Shape Our Future

As we consider the depths of the shifts and disruptions that the current and coming digital transformation is levying down upon and across the entirety of our societal landscape, from every industry to institution…we must also be very aware of the cognitive shifts and disruptions that are occurring simultaneously in reaction to this transformation.

From learning to literacy, we see our digital technologies emerging a variety of new literacies across the learning landscape, which according to Wikipedia would include “21st century literacies, internet literacies, digital literacies, new media literacies, multiliteracies, information literacy, and computer literacy,” to name a few.  And not just literacy, but the very act of learning itself, from how we access it, to how we interpret, utilize, engage, and even repurpose it.

In his work The Inevitable, Kevin Kelly discusses how digital technology has disrupted and changed the music industry, from the actual product down to the very notes themselves, which he conceptualizes around this idea of “liquidity.”  The interesting thing is when you put this same lens of “liquidity” on learning, instead of music, we can not only begin to envision the impact of these new literacies, but how learning is, could and will change and evolve forward in the future.

Let’s sample a bit of how this concept of “liquidity” works with the idea of learning by repurposing some of Kevin Kelly’s quotes (in bold) around this idea of the “liquidity” of music and how it could be used to stretch our idea of learning…

“Once something, like music, is digitized, it becomes a liquid that can be flexed and linked.” –via The Inevitable

Once something, like learning, is digitized, it becomes a liquid that can be flexed and linked.

“The superconductivity of digitalization had unshackled music from its narrow confines on a vinyl disk and thin oxide tape.”  -via The Inevitable

The superconductivity of digitalization has unshackled learning from its narrow confines of the book and written page.

“Now you could unbundle a song from its four-minute package, filter it, bend it, archive it, rearrange it, remix it, mess with it.”  -via The Inevitable

Now you can unbundle the written work from a text, filter it, bend it, archive it, rearrange it, remix it, and mess with it.

“What counts are not the number of copies but the number of ways a copy can be linked, manipulated, annotated, tagged, highlighted, bookmarked, translated, and enlivened by other media.”  -via The Inevitable

What counts are not the number of texts, books, and blogs, but the number of ways they can be linked, manipulated, annotated, tagged, highlighted, bookmarked, translated, and enlivened by other media.

These are just a few of the examples in the ways we can begin to consider how not just literacy, but learning itself can be “liquified” for the future.  Especially in a time of shifting from consumption to creation.  As Kevin Kelly shares in The Inevitable, “Liquidity brings a new ease to creation.”

As these exponential shifts and disruptions continue to spread across the societal ecosystem, we can no longer believe that it will have no effect on the future of learning.

In the words of Kevin Kelly, we will need to begin to…

“Think of the world flowing.”

Advertisements

Design Our Systems For The Future

Embed from Getty Images

 

“Idealized design is a process for operationalizing the most exciting vision of the future that the designers are capable of producing.  It is the design of the next generation of their system to replace the existing order.”  -via Systems Thinking: Managing Chaos and Complexity

Today’s leaders must be designers.

Constantly engaged in the divergent and convergent iterative process of creating and recreating their organization towards a better future and a better way forward.

Creating new capacities through intentional and focused idea flows that support ongoing self and organizational renewal that pushes us to plant seeds beyond the current boundaries that constrain our systems and thinking.

Pushing us past the parts to seeing wholes, providing 30,000 foot views of where to place our organizational next steps, as well as determining the mental models that impede those next steps and serve as obstacles to achieving that vision of the future.

Seeing how agility and adaptability of not only our organizations, but our leadership, will allow us to continually learn, unlearn, and relearn if we are to avoid the stasis and stagnation that, in a world of turbulent change, leads to immediate, as well as incremental irrelevance.

Being willing to constantly disrupt our individual and collective mindsets, if we are to come to terms with the needed disruptions that must occur in our own organizations if we are to truly unentrench ourselves from the status quo thinking that often buries us in practices of the past.

Seeing how ‘next’ practices are also in need of ‘next’ metrics if we are to pivot effectively towards this emerging and more desirable future we envision for ourselves and our organizations.

Understanding that discontinuity and placing a shelf-life on our organizational processes, structures and frameworks is an often avoided necessity that limits the growth and renewal of our individuals and organizations.

Yes, today’s leaders must be designers.

And to do that, they must truly understand the adaptive challenges that lay before us and our organizations.

“In an unpredictable, turbulent environment, the viability of any design will depend on its capability to explore and exploit emerging opportunities all along the value chain.”  -via Systems Thinking: Managing Chaos and Complexity

Leading In The Future: Cognitive Load Management

Embed from Getty Images

 

“Not only did we fail to imagine what the web would become, we still don’t see it today.  We are oblivious to the miracle it has blossomed into.  Twenty years after its birth the immense scope of the web is hard to fathom.  The total number of web pages including those that are dynamically created upon request, exceeds 60 trillion.  That’s almost 10,000 pages per person alive.  And this entire cornucopia has been created in less than 8,000 days.”  -Kevin Kelly The Inevitable

And it is not just how fast data is being created, it is how much…

According to Northeastern University, we are producing 2.5 Exabytes of data every day, which is equivalent to: 530,000,000 millions songs, 150,000,000 iPhones, 5 million laptops, 250,000 Libraries of Congress, and 90 years of HD video.

To add to that…

Technology Futurist Michel Zappa adds, “Every minute we are bombarded (or at least have access to) 3 days’ worth of information that we didn’t have a minute earlier, which means almost 12 years worth of new content is accessible to us every day”

And the amount of data being produced is growing fast, we are no longer just consumers of information, but creators of that data.

Which provides incredible opportunity and benefits for our modern day learning organizations, as well as overwhelming ramifications and disconnects for the individuals in those same organizations, that we must also acknowledge.

Which means that new ideas such as ‘cognitive load management’ will not only be seen as an important work skill of the future, but a necessary capacity and skill-set required of today’s organizational leaders.  Especially when you consider the definition that the Institute for the Future provides for ‘cognitive load management’ as being the “ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques.”

If we are to create greater levels of organizational learning, creativity and innovation, in a time of overwhelming and oversaturated data flows, then ‘cognitive load management’ must be a deep and intentional leadership consideration if we are to create the space and focus for our organizational learning to be focused and effective.

Too often, we have overloaded our individual and organizational circuits beyond capacity, leaving little to no room or energy for new learning to exist and take root.

In any change or shift process, especially when new learning is involved,  balancing the ‘cognitive load’ provides people the space and energy to invest in evolving their mental models and expanding their current cognitive limits.  Unfortunately, however, when our systems are neither efficient nor effective, when ‘cognitive load management’ is not taken into account, our individual and organizational cognitive capacity is often tied up in unproductive ways that neither support individuals nor the organization.

Awareness and skill-sets such as ‘cognitive load management’ will be just one of the new capacities and capabilities of today’s modern leaders.  Especially as we encounter this weighted shift in our modern organizations of moving further away from the technical problems of the past to more and more of the adaptive challenges of an unknown future.

Ideas such as ‘cognitive load management’ will serve as one of the many new adaptive challenges that will face today’s organizational leaders as the rise in information and connectivity expands exponentially across our organizational and societal ecosystems.  Especially if we are to ensure that our cognitive and collaborative efforts are not wasted on the misalignments in the system and unnecessary information flows that often inundate our organizations into the ineffectiveness that comes with constant capacity overload.

“A world rich in information streams in multiple formats and from multiple devices brings the issue of cognitive overload to the fore.  Organizations and workers will only be able to turn the massive influx of data into an advantage if they can learn to effectively filter and focus on what is important.”  -via The Institute For The Future