First off, it was a thrill to be standing next to my wife on stage presenting. If someone had have said that I would be doing that 5 or 10 years ago, I would have got them to have had their head read. We had not rehearsed the talk perhaps enough, with each of us wanting to go on their various tangents. But overall it went well.
Some comments back were: that was novel, or brave, or interesting. It certainly was something quite different. One termed it knowledge reiki – perhaps that might be another blog post sometime. Some key points that I would like to re-emphasise from the talk are:
- Impacts on our own energy systems precede impacts on our physical systems. Being aware of what happens in our energy space could be read as a weak signal of future change in the physical space.
- Knowledge is not just an intangible asset (objectivist view) or something that is solely intellectual. It has many other aspects (see here) and knowledge managers should explore the world through the ontology of different perspectives rather than as simply different objects.
- That the Chinese concept of ch’i as energy flowing through our bodies and in our environment has strong linkages with other descriptions of energy flows; ki in Japan, prana in India, microvita of Sarkar and Inayatullah, Sheldrake’s morphic fields, etc. These energy fields are real and connect us beyond our five senses.
- The disruptive flows of negative energy can be overcome through integrity, moral courage, and the protection of your own energy fields.
- That complex systems placed in a flow of energy can achieve higher order structures (such as a pot of water placed on a stove generates convective flows when it heats).
- That placing ourselves and our organisations in a flow of energy can result in the emergence of higher order structures such as syncronicity (ex-Jung, meaningful coincidences that are unexpected, symbolic and defy causation and which are often denied in the Western mechanistic worldview). Other higher order emergent structures include creativity and innovation, laughter and humour, insight and intuition.
- That realising the KM vision will only occur when we are fully committed (physically, intellectually, emotionally, spiritually) to the organisation. Do people in your organisation live their vision and values or are these just meaningless and manipulative platitudes?
- Out of stillness comes movement. Sometimes, it is necessary to take time out to reflect on what is happening, take stock, chill and get back in touch with your own inner self to work out what you want to really be doing.
The talk would be better off as a workshop – perhaps that is for next time! Maybe 2007 atKM conference or elsewhere beforehand.