PKM — Personal Knowledge Mastery (The Network Era)

PKM — Personal Knowledge Mastery




PKM is a set of processes, individually constructed, to help each of us make sense of our world and work more effectively. PKM means taking control of your professional development, and staying connected in the network era, whether you an employee, self-employed, or between jobs (eAprendiz).


  • Personalaccording to one’s abilities, interests & motivation.
    (not directed by external forces)
  • Knowledgeunderstanding information and experience in order to act upon it.
    (know what, know who, know how)
  • Masterythe journey from apprentice to disciplined sense-maker and sharer of knowledge.
    (masters do not need to be managed)

The active practice of PKM can help increase Connections, develop Meaning, and improve Autonomy; for any profession, vocation, or life style.

Seek > Sense > Share


To make sense of the world, for ourselves and those we hope to move, we must wade through a mass of material flowing at us every day – selecting what’s relevant and discarding what’s not. (p. 147)


PKM (ECCP + PLWE para modelo SURICATA) gives you a framework to develop a network of people and sources of information that you can draw from on a daily basis. It a process of filtering, creating and discerning so that you spend less time answering email or finding that great presentation you saw, and more time focused on being a better practitioner of your craft.





The Network Era

The fundamental nature of work is changing as we transition into the network era. Creative work is beginning to dominate industrial work as we shift to a post- job economy. The major driver of this change is the automation of routine work, especially through software, but increasingly with robots. Valued work is in handling exceptions, dealing with complex problems, and doing customized tasks.

The products of this work are often intangible and not physical. As a result, our industrial work structures need to change. Organizations have to become more networked, not just with information technology, but in how workers create, use, and share knowledge.

The workplace of the network era requires a different type of leadership; one that emerges from the network as required. Effective leadership in networks is negotiated and temporary, according to need. Giving up control will be a major challenge for anyone used to the old ways of managing. An important part of leadership will be to ensure that knowledge is shared throughout the network.

Learning is a critical part of working in a creative economy. Being able to continuously learn, and share that new knowledge, will be as important as showing up on time was in the industrial economy. Continuous learning will also disrupt established hierarchies as no longer will a management position imply greater knowledge or skills. Command and control will be replaced by influence and respect, in order to retain creative talent. Management in networks means influencing possibilities rather than striving for predictability. We will have to accept that no one has definitive answers anymore, but we can use the intelligence of our networks to make sense together.

The shift to the network era will not be easy for many people and most organizations. Common assumptions about how work gets done will have to be discarded. Established ways of earning education credentials will be abandoned for more flexible and meaningful methods. Connections between disciplines and professions are growing and artificial boundaries will continue to crack. Systemic changes to business and education will happen. There will be disruption on a societal level, but we can create new work and learning models to help us deal with this next phase in human civilization. The statistician George Box wrote that, “essentially all models are wrong, but some are useful”. We will never know unless we try them out.

    Enrique Rubio

    Enrique Rubio

    Reflexiones sobre aprendizaje, tecnología y sostenibilidad