“Hitting a stationary target requires different skills of a marksman than hitting a target in motion.” – George Siemens (2006:93) We are all knowledge workers who struggle with knowledge abundance – too much information. Our ability to learn is heavily dependent on our ability to connect with others. How well are we able to collect, process, and use information? Individually, we have learned the behaviors that enable us to anchor (stay focused on important tasks while undergoing a deluge of distractions), filter (extracting important elements), recognize patterns and trends, think creatively, and feel the balance between what is known with the unknown. These behaviors “to prioritize and to decipher what is important” are “a bit of an art”, we say. How do we learn them? These knowledge competencies – and the learning processes that foster them – are central to our everyday work, and require explicit reward and recognition (for example, in job …
