This new knowledge economy will rely heavily on knowledge workers. …the most striking growth will be in knowledge technologists: computer technicians, software designers, analysts in clinical labs, manufacturing technologists, paralegals. …They are not, as a rule, much better paid than traditional skilled workers, but they see themselves as professionals. Just as unskilled manual workers in manufacturing were the dominant social and political force in the 20th century, knowledge technologists are likely to become the dominant social-and perhaps also political-force over the next decades. — “The next society” Economist.com (November 2001)

Esta economa del nuevo conocimiento confiar pesadamente en trabajadores de conocimiento. … el crecimiento ms llamativo estar en “tecnlogos del conocimiento:” tcnicos de la computadora, diseadores del software, analistas en laboratorios clnicos, tecnlogos de fabricacin, paralegals. … en general les, no pagan mucho mejor que trabajadores expertos tradicionales, sino que se ven como “profesionales.” Apenas pues los trabajadores manuales inexpertos en la fabricacin eran la fuerza social y poltica dominante en el vigsimo siglo, los tecnlogos del conocimiento son probables hacer los sociales dominante — y quizs tambin poltico — fuerzan durante las dcadas prximas. — “la sociedad siguiente” Economist.com (noviembre de 2001)

Knowing Yourself …We also seldom know what gifts we are not endowed with. We will have to learn where we belong, what we have to learn to get the full benefit from our strengths, where our weaknesses lie, what our values are. We also have to know ourselves temperamentally: “Do I work well with people, or am I a loner? What am I committed to? And what is my contribution?” — Managing Knowledge Means Managing Oneself Leader to Leader, No. 16 (Spring 2000)

Conocindose… tambin sabemos raramente con qu regalos nos no dotan. Tendremos que aprender dnde pertenecemos, qu tenemos que aprender para conseguir la ventaja completa de nuestras fuerzas, donde mienten nuestras debilidades, qu nuestros valores estamos. Tambin tenemos que conocernos temperamentally: ” yo trabajan bien con la gente, o soy un loner? Qu estoy confiado? Y cul es mi contribucin?” — medios de manejo del conocimiento que se manejan lder al lder, No. 16 (resorte 2000)

…all earlier pluralist societies destroyed themselves because no one took care of the common good. They abounded in communities but could not sustain community, let alone create it. — The New Pluralism Leader to Leader, No. 14 (Fall 1999)

  • … todas las sociedades anteriores del pluralist se destruyeron porque nadie tomaron el cuidado del bueno comn. Abundaron en comunidades pero no podran sostener a comunidad, dejaron solamente para crearlo. — el nuevo lder del Pluralismo al lder, No. 14 (cada 1999)
Last edited by g.   Page last modified on November 13, 2005

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