Thinking for a Living

1 - A Knowledge Worker's Perspective [Seite 5]
2 - Tom Sawyer's Theory of Work [Seite 7]
3 - A Philosopher's View of Knowledge [Seite 9]
4 - A Personal Note to the Reader from the Author [Seite 11]
5 - Introduction [Seite 17]
5.1 - Knowledge and Management [Seite 17]
5.2 - Philosophers and Knowledge [Seite 18]
5.3 - Librarians, Records Managers and Archivists [Seite 19]
5.4 - Engineers and Information Technology Professionals [Seite 21]
5.5 - Anthropologists and Learning Theorists [Seite 22]
5.6 - Management Theorists [Seite 22]
6 - Section I: Work Transforming [Seite 25]
6.1 - Chapter 1: Workers Become Professionals [Seite 27]
6.1.1 - From Menials to Professionals [Seite 28]
6.1.2 - The Airplane Mechanic [Seite 29]
6.1.3 - Retail/Service Industry [Seite 30]
6.1.4 - Forms Management and Data Capture [Seite 33]
6.1.5 - Automobile Manufacturing: From Assembly Lines to Quality Circles [Seite 35]
6.1.6 - Military - Network Centric Warfare [Seite 37]
6.1.7 - Many More [Seite 40]
6.2 - Chapter 2: Professionals Become Workers [Seite 41]
6.2.1 - Knowing More and More About Less and Less [Seite 42]
6.2.2 - Alienated Work [Seite 42]
6.2.3 - Professionals - The Modern Thinkers [Seite 44]
6.2.4 - Professional Associations [Seite 45]
6.2.5 - "De-Professionalization" [Seite 46]
6.2.6 - Education - From the Box to the Team [Seite 47]
6.2.7 - Universities Straddle Conflicting Missions [Seite 49]
6.2.8 - Medicine - the End of the Super Doctor [Seite 50]
6.2.9 - The Production of Knowledge [Seite 51]
6.2.10 - Management [Seite 54]
6.2.11 - The Life of the Intellectual [Seite 55]
6.3 - Chapter 3: From Cooperation to Collaboration [Seite 58]
6.3.1 - Breaking the Link of Work and Time [Seite 60]
6.3.2 - Cooperation and Collaboration [Seite 62]
6.3.3 - Beliefs That Underlie the New Work Culture [Seite 63]
6.3.4 - Information Sharing [Seite 65]
6.3.5 - Moving From Cooperation to Collaboration [Seite 65]
6.3.6 - A Management View [Seite 67]
6.3.7 - A Culture of Ownership [Seite 68]
7 - Section II: New Ways to Think About Work [Seite 75]
7.1 - Chapter 4: Knowledge Work [Seite 77]
7.1.1 - The Fourth Wave [Seite 77]
7.1.2 - Characteristics of Knowledge Work [Seite 79]
7.1.3 - Knowledge: Justified True Belief [Seite 80]
7.1.4 - Knowledge, Information and Data - Some Distinctions [Seite 83]
7.1.5 - Wisdom - the Other Side of Knowledge [Seite 83]
7.1.6 - Work and Activity [Seite 84]
7.1.7 - Going to Work [Seite 85]
7.1.8 - Playing Office is not Work [Seite 86]
7.1.9 - The Magic of Understanding [Seite 87]
7.1.10 - Creativity [Seite 88]
7.1.11 - An Ontology of Work [Seite 89]
7.1.12 - What is Orthodox Marxism? [Seite 90]
7.1.13 - Knowledge Management [Seite 95]
7.2 - Chapter 5: Integrated Digital Environment [Seite 98]
7.2.1 - Technology Scaffold [Seite 99]
7.2.2 - The Three Principles of an Integrated Digital Environment [Seite 100]
7.2.3 - The Power of Working in a Web Environment [Seite 102]
7.3 - Chapter 6: Communities of Practice [Seite 108]
7.3.1 - The Baobab Tree - How One Kind of Community Shares Knowledge [Seite 109]
7.3.2 - Ba - A Japanese View of Community [Seite 112]
7.3.3 - Practice/Praxis [Seite 113]
7.3.4 - Cultivating a Community of Practice [Seite 115]
8 - Section III: The Work of Changing [Seite 117]
8.1 - Chapter 7: Can There Be Joy in Work? [Seite 119]
8.1.1 - One Person at a Time [Seite 120]
8.1.2 - The Thinking Machine [Seite 122]
8.1.3 - Work is a Social Activity [Seite 123]
8.1.4 - Inherently Democratic [Seite 124]
8.1.5 - An Anthropologists View of Work [Seite 126]
8.1.6 - Overcoming Bad Habits [Seite 128]
8.2 - Chapter8: Thinking Spirally [Seite 130]
8.2.1 - Software Development [Seite 131]
8.2.2 - We Don't Know the End [Seite 132]
8.2.3 - Agility [Seite 133]
8.2.4 - Moving to the Cloud and Open Data [Seite 134]
8.2.5 - Designing for Flexibility [Seite 135]
8.2.6 - Four Philosophical Theories for Knowledge Work [Seite 135]
8.2.7 - Understanding (Hermeneutics) [Seite 136]
8.2.8 - Abduction [Seite 138]
8.2.9 - The Community of Scientific Inquirers [Seite 140]
8.2.10 - Faceting [Seite 141]
8.2.11 - Dialectical Thinking [Seite 145]
8.2.12 - Toward a New Theory [Seite 147]
8.3 - Chapter9: The Practice of Transformation: Three Practical Steps [Seite 149]
8.3.1 - Leadership from Above: Change from Below [Seite 153]
8.3.2 - Step I: Understand the Work and the Workflow [Seite 155]
8.3.3 - Step II: Understand the knowledge/information produced doing the work and make it accessible to those who need it to do their work [Seite 157]
8.3.4 - Step III: Understand information used (or needed) to do the work and make it immediately accessible to you and your colleagues - 143 A Work in Progress [Seite 160]
8.4 - Chapter 10:0ne Society at a Time [Seite 163]
8.4.1 - Revolutionizing the Nature of Work [Seite 164]
8.4.2 - Marxism with Chinese Characteristics [Seite 167]
8.4.3 - One Transformation Among Many [Seite 169]
8.4.4 - Learning from the Chinese Experience [Seite 170]
8.4.5 - Some Specific Suggestions [Seite 170]
9 - Epilogue: Work Becomes Play [Seite 172]
9.1 - What about Knowledge Management? [Seite 173]
10 - Appendix [Seite 175]
10.1 - The Air Force Project: From Computers and Wires to a Culture Change [Seite 175]
10.2 - How it came about [Seite 176]
10.3 - The Role of Leadership [Seite 180]
11 - Afterword [Seite 182]
12 - Acknowledgments [Seite 190]
13 - Glossary [Seite 195]
14 - Resources and Citations Listing [Seite 198]
14.1 - World Bank Studies [Seite 204]
14.2 - Web Sites [Seite 205]
15 - About the Authors [Seite 206]
15.1 - Other Books by Kenneth Megill [Seite 206]
16 - Index [Seite 207]