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This book is a philosophical analysis of knowledge in practices, focused on knowing how, tacit knowledge and expert knowledge. Knowing in action is argued to be more basic than propositional or theoretical knowledge. The analytical framework is pragmatist, with references to William James and Ludwig Wittgenstein.
Threatened Knowledge discusses the practices of knowing, not-knowing, and not wanting to know from the Middle Ages to the twentieth century. In times of "fake news", processes of forgetting and practices of non-knowledge have sparked the interest of historical and sociological research. The common ground between all the contributions in this volume is the assumption that knowledge does not simply increase over time and thus supplant phases of not-knowing. Moreover, the contributions show that knowing and not-knowing function in very similar ways, which means they can be analysed along similar methodological lines. Given the implied juxtaposition between emotions and rational thinking, the role of emotions in the process of knowledge production has often been trivialized in more traditional approaches to the subject. Through a broad geographical and chronological approach, spanning from prognostic texts in the Carolingian period to stock market speculation in early-twentieth-century United States, this volume demonstrates the important role of emotions in the history of science. By bringing together cultural historians of knowledge, emotions, finance, and global intellectual history, Threatened Knowledge is a useful tool for all students and scholars of the history of knowledge and science on a global scale.
Today's marketplace is fueled by knowledge. Yet organizing systematically to leverage knowledge remains a challenge. Leading companies have discovered that technology is not enough, and that cultivating communities of practice is the keystone of an effective knowledge strategy. Communities of practice come together around common interests and expertise- whether they consist of first-line managers or customer service representatives, neurosurgeons or software programmers, city managers or home-improvement amateurs. They create, share, and apply knowledge within and across the boundaries of teams, business units, and even entire companies-providing a concrete path toward creating a true knowledge organization. In Cultivating Communities of Practice, Etienne Wenger, Richard McDermott, and William M. Snyder argue that while communities form naturally, organizations need to become more proactive and systematic about developing and integrating them into their strategy. This book provides practical models and methods for stewarding these communities to reach their full potential-without squelching the inner drive that makes them so valuable. Through in-depth cases from firms such as DaimlerChrysler, McKinsey & Company, Shell, and the World Bank, the authors demonstrate how communities of practice can be leveraged to drive overall company strategy, generate new business opportunities, tie personal development to corporate goals, transfer best practices, and recruit and retain top talent. They define the unique features of these communities and outline principles for nurturing their essential elements. They provide guidelines to support communities of practice through their major stages of development, address the potential downsides of communities, and discuss the specific challenges of distributed communities. And they show how to recognize the value created by communities of practice and how to build a corporate knowledge strategy around them. Essential reading for any leader in today's knowledge economy, this is the definitive guide to developing communities of practice for the benefit-and long-term success-of organizations and the individuals who work in them. Etienne Wenger is a renowned expert and consultant on knowledge management and communities of practice in San Juan, California. Richard McDermott is a leading expert of organization and community development in Boulder, Colorado. William M. Snyder is a founding partner of Social Capital Group, in Cambridge, Massachusetts.
The concept of "funds of knowledge" is based on a simple premise: people are competent and have knowledge, and their life experiences have given them that knowledge. The claim in this book is that first-hand research experiences with families allow one to document this competence and knowledge, and that such engagement provides many possibilities for positive pedagogical actions. Drawing from both Vygotskian and neo-sociocultural perspectives in designing a methodology that views the everyday practices of language and action as constructing knowledge, the funds of knowledge approach facilitates a systematic and powerful way to represent communities in terms of the resources they possess and how to harness them for classroom teaching. This book accomplishes three objectives: It gives readers the basic methodology and techniques followed in the contributors' funds of knowledge research; it extends the boundaries of what these researchers have done; and it explores the applications to classroom practice that can result from teachers knowing the communities in which they work. In a time when national educational discourses focus on system reform and wholesale replicability across school sites, this book offers a counter-perspective stating that instruction must be linked to students' lives, and that details of effective pedagogy should be linked to local histories and community contexts. This approach should not be confused with parent participation programs, although that is often a fortuitous consequence of the work described. It is also not an attempt to teach parents "how to do school" although that could certainly be an outcome if the parents so desired. Instead, the funds of knowledge approach attempts to accomplish something that may be even more challenging: to alter the perceptions of working-class or poor communities by viewing their households primarily in terms of their strengths and resources, their defining pedagogical characteristics. Funds of Knowledge: Theorizing Practices in Households, Communities, and Classrooms is a critically important volume for all teachers and teachers-to-be, and for researchers and graduate students of language, culture, and education.
Prejudice is often not a conscious attitude: because of ingrained habits in relating to the world, one may act in prejudiced ways toward others without explicitly understanding the meaning of one’s actions. Similarly, one may know how to do certain things, like ride a bicycle, without being able to articulate in words what that knowledge is. These are examples of what Alexis Shotwell discusses in Knowing Otherwise as phenomena of “implicit understanding.” Presenting a systematic analysis of this concept, she highlights how this kind of understanding may be used to ground positive political and social change, such as combating racism in its less overt and more deep-rooted forms. Shotwell begins by distinguishing four basic types of implicit understanding: nonpropositional, skill-based, or practical knowledge; embodied knowledge; potentially propositional knowledge; and affective knowledge. She then develops the notion of a racialized and gendered “common sense,” drawing on Gramsci and critical race theorists, and clarifies the idea of embodied knowledge by showing how it operates in the realm of aesthetics. She also examines the role that both negative affects, like shame, and positive affects, like sympathy, can play in moving us away from racism and toward political solidarity and social justice. Finally, Shotwell looks at the politicized experience of one’s body in feminist and transgender theories of liberation in order to elucidate the role of situated sensuous knowledge in bringing about social change and political transformation.
The purpose of the book is to devise an alternative conceptual vocabulary for studying innovation by stressing the role of social, contextual and cultural perspectives. This vocabulary is drawn on a service and on sociological perspectives on innovation based on the ontological assumption that innovation is a value co-creation matter and that it takes place in a reality that is multiple, constructed and socially embedded. The aim is to tackle key issues such as social construction, service innovation, knowledge and learning processes, value (co) creation, innovating and innovation activities networking and collaborative innovation.
How might practice theories and engagement with practice contribute to and advance theological study of religion and religious life and practices? This volume explores and discusses how theological engagement with practice, theoretically as well as empirically, might profit from theories of practice developed in disciplines such as philosophy, sociology, education and organisational studies during the recent decades, but so far scarcely employed within theology. In part I, the volume unfolds key components of practice theory, especially as they have more recently been developed within sociological practice theories, reflect on their significance and potential with regard to theology. In part II, these perspectives are employed in the study of concrete religious practices - established as well as experimental religious practices, and collective as well as individual ones. By unfolding connections between theology and practice theories, and reflecting on practice theories' analytical and theoretical potential for theological study of religion, the book will be of interest for any scholar in the study of contemporary religion and practical theology.
If there is any one element to the engineering of service systems that is unique, it is the extent to which the suitability of the system for human use, human service, and excellent human experience has been and must always be considered. An exploration of this emerging area of research and practice, Advances in the Human Side of Service Engineering covers a broad spectrum of ergonomics and human factors issues highlighting the design of contemporary service systems.
While companies search the world over to benchmark best practices, vast treasure troves of knowledge and know-how remain hidden right under their noses: in the minds of their own employees, in the often unique structure of their operations, and in the written history of their organizations. Now, acclaimed productivity and quality experts Carla O'Dell and Jack Grayson explain for the first time how applying the ideas of Knowledge Management can help employers identify their own internal best practices and share this intellectual capital throughout their organizations. Knowledge Management (KM) is a conscious strategy of getting the right information to the right people at the right time so they can take action and create value. Basing KM on three major studies of best practices at one hundred companies, the authors demonstrate how managers can utilize a visual process model to actually transfer best practices from one business unit of the organization to another. Rich with case studies, concrete examples, and revealing anecdotes from companies including Texas Instruments, Amoco, Buckman, Chevron, Sequent Computer, the World Bank, and USAA, this valuable guide reveals how knowledge treasure chests can be unlocked to reduce product development cycle time, implement more cost-efficient operations, or create a loyal customer base. Finally, O'Dell and Grayson present three "value propositions" built around customers, products, and operations that could result in staggering payoffs as they did at the companies cited above. No amount of knowledge or insight can keep a company ahead if it is not properly distributed where it's needed. Entirely accessible and immensely readable, If Only We Knew What We Know is a much-needed companion for business leaders everywhere.
Research on organisational learning, knowledge and capabilities has indeed become one of the most fruitful and interesting areas in the field of management, and has not only improved our understanding of organisations, but also helped them to face the new challenges of our turbulent age. Are our organizations learning to face a new age? What kinds of learning and knowledge are necessary to understand our age? What new lights can help us to understand organisational learning and knowledge? Are there shades? Shedding New Lights dispels uncertainties and provides a better observation and understanding of this particular phenomenon. This book includes an overview of the major topics on organisational learning, knowledge and capabilities. There are three parts: the first focuses on organisational learning, and particularly on practice and communities of practice. The second part deals with knowledge creation and transfer, two main knowledge management processes that are extremely relevant for firm performance. Finally, the third part examines the phenomenon of ambidexterity (explorative and exploitative learning) and the absorptive capacity of the firm.