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It all started with Euan Semple’s insightful post on knowledge ecologies (not economies or markets ). It resonated with me so much that I celebrated Euan’s post by reviewing each point through the eyes of a Community of Practice facilitator. Prior to this I touched on one point called " follow the energy ", which is what the spirit of social business design or enterprise 2.0 is all about. A discussion on G+ led to points about control, managing, leadership, and facilitation; which Luis Suarez has kindly summarized. A few notable points in the discussion: One of the key concepts which links with any ecological approach is co-evolution.
One of our clients has contracted us to provide them with guidance into "Experience Management". The term "Experience Management is not a commonly defined term, so I was very interested to understand what they meant by the term (and they weren't talking about managing customer experience, which is a different field). It seems they have already investigated Knowledge Management, and have been provided with Knowledge Management solutions that deal with content management and the management of information.
I love paradox , as anyone can tell from the name of the research center that I run with John Seely Brown in Silicon Valley – the Center for the Edge. Paradox is basically a puzzle, often juxtaposing two elements that at first seem like contradictions or at least defy explanation. Isn’t a center for the edge a contradiction in terms? How could that be? By engaging with a paradox and trying to sort through the apparent contradiction, one can often generate profound new insights that expand understanding.
I know that KM Maturity models are popular as a way of self-measuring progress, but personally I think they are inappropriate and can lead you into a wrong understanding of KM, and that there are much better alternatives. Let me explain why! The idea behind a KM maturity model is that you see where you currently lie on a series of spectrums which describe different elements of KM.
In this recent post I talked about four roles that a KM team can play - the publishing house, the library, the tour promoter and the help desk; all related to the four components of this KM Boston Square (explicit push, explicit pull, tacit push, tacit pull). Let's look at the four archetypes that play those four roles. Meet Eddie the Editor .
Chris Collison (which I keep wanting to read as collision for reasons that will soon become apparent) is a KM consultant and author who will be speaking to 600 law librarians on the subject of mapping the KM landscape. It’s a fertile and provocative analogy, and was the focus of today’s KMers.org tweet chat . Collison suggests that the highway represents the mainstream tools, techniques and functionality that are widely regarded as intrinsic to any decent KM environment. But you also find winding country roads that take you off the beaten track but are worth the detour. And occasionally you are delighted to discover a spectacular view open up while exploring some uncharted corner of the world. There are also parallel routes — canals and railways which might compete with or provide an option to the highway.
We all know you shouldn't talk to business staff in KM-speak, but in the language of the business. We also all know we should focus our KM efforts on business benefits. But what are those benefits? And how do you describe them in business-speak? Basically there are 4 areas of benefit, as shown on the picture to the right; innovation, collaboration, standardisation and retention Innovation is about creating new knowledge, and learning new things.
Les wikis, les blogs, le social bookmarking et les réseaux sociaux, ainsi que toute la panoplie des nouvelles pratiques et technologies 2.0 sont en train de révolutionner les processus du Knowledge Management. Oui, c’est bien de Knowledge Management dont on parle ! Ce vieux terme (relativement) est toujours là pour nous rappeler qu’au cœur de tous ces dispositifs c’est la connaissance qui est en jeu.
Introduction : Pour qu'une information ou une connaissance soit transmise, différents moyens s'offrent à l'organisation et au manager : formation, réunion, mail, nouvelle procédure, intranet, etc. Cependant, la connaissance utile se perd souvent dans ces dispositifs et leurs méandres, elle n'arrive pas "dans la tête" du collaborateur au moment où il était pertinent et parfois fondamendal de l'utiliser, noyée dans la masse des informations disponibles. "La chose était pourtant bien écrit dans le procédure", "on en avait parlé", "un mail avait été envoyé", "René lui le savait ", etc. Commment ramener les dispositifs à la transmission et l' utilisation effective des connaissances en situation de travail ?
L’entreprise 2.0 est un modèle qui va permettre à nos organisations de continuer d’évoluer, mais cela n’est pas sans difficultés tant l’existant est important, voire stratégique, surtout quand on aborde la question des processus métiers. Dans ce contexte, la gestion des contenus (ECM) fait partie des préoccupations des responsables métiers et des équipes informatiques et le chemin peut être semé d’embûches , alors autant suivre quelques balises utiles ! Evaluation Tous les contenus produits, reçus et utilisés dans votre organisation n’ont pas la même valeur d’usage et, de ce seul point de vue, il est urgent de procéder à leur évaluation tant le volume grossit rapidement. Pour évaluer le contenu, il y a quelques moyens qu’il faut mettre en oeuvre en « standard ».
• Why do children go to school to learn, rather than staying home and reading books? • Why, if you have access to the best cookery books in the world, do you still need to take personal tuition if you want to be a cordon blue chef? • If you have a street map in the car, why would you ever need to stop and ask for directions? The answer, in every case, is that knowledge transfer is a social process, and if you want to transfer detailed knowledge you have to engage in dialogue with another human being. Dialogue allows you to ask questions, seek clarification, test understanding, and look for that "aha" moment when the knowledge is really transferred. Dialogue allows access to the deep tacit knowledge - the knowledge that people don't even know that they know - and it allows you to check whether you are really understood the knowledge.
by Peter Hann Created on : September 01, 2010 Last Updated : October 06, 2010 A knowledge management information system is put in place with a particular objective, to capture knowledge where it is being created within the organisation. The system should be designed to ensure that the relevant knowledge whether created internally or externally is made available to the relevant people in the organisation at the right time.
The list below is an old document I found, based on a survey of a community of knowledge managers, which lists possible incentives for seeking knowledge, and for sharing knowledge. In each case I have addressed intrinsic incentives (which come from within, such as altruism and curioistity), and extrinsic incentives which can be applied by others, such as recognition and reward. The italic text represents quotes from members of the knowledge management community which I surveyed, and can be considered to be the voice of experience, from grass-roots level. Intrinsic incentives for seeking for knowledge Payback The most effective intrinsic incentive for asking for help or looking for knowledge, will be when you receive help, or find knowledge, and profit by it.
I have been asked to do an email interview for a conference I am attending in Egypt next month, and thought you might like to see the answers, as it's in many ways a succint summary of my views on KM value and implementation. 1. You are recognized as one of the most distinguished KM practitioners, so in your opinion is it easy for organizations to accept the idea of applying KM?
Back in the days of the BP Knowledge Management program, in the late 1990s, we were travelling the world, spreading the news about Knowledge management and engaging different BP business units in conversation about the value KM could bring. One of our tours took us to South America, where we visited the Colombia Business Unit in Bogota. They had been doing some great work locally on the use of LiveLink to exchange and build knowledge, and we asked whether they would be prepared to share this work with the rest of the company. They said No.