KM

We need to both manage and lead, they co-exist. Yes, even though online CoPs are not usually about tasks, deliverables, targets, expectations, there is still an element of "managing" At work we don’t use the term community manager we instead use the term community facilitator. The term community manager may be more appropriate if you have a thriving CoP and you spend a lot of time administering it, but at work this is not always the case, instead most of our CoPs require a host to facilitate and generate activity. Anyway that’s why we use the term "facilitator", as it’s the dominant skill required when CoPs begin….there’s really not much to manage at the start Library clips :: Take your pick - Facilitating, leading, managing, hosting, community-ship :: July :: 2011

Maybe we can draw a diagram such as the one above, where the Data/Information/Knowledge continuum (let's forget about Wisdom, that is something completely different), is parallelled by an Experience/Knowledge continuum. This particular client believes they have support for the content and information side, but they still support for the Experience side. Davenport and Prusak define knowledge as "a fluid mix of framed experience, values, contextual information, expert insight and grounded intuition that provides an environment and framework for evaluating and incorporating new experiences and information". They see both experience and information as inputs to knowledge. In BP, a recent definition of knowledge was the application of experience to information. What does Experience Management look like? Knoco stories: Knowledge Management or Experience Management?

And all those credentials and certifications that were so important in the past, what do we think of them now? In a world that is so rapidly changing, they mean less. Sure they provide external confirmation of knowledge stocks, but those knowledge stocks are rapidly depreciating. What we learned or did in the past is much less compelling that we are learning or doing now. Edge Perspectives with John Hagel: Resolving the Trust Paradox

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. You may be level 1 for leadership, level 2 for technologies, level 3 for whatever-it-might-be. Then over time, as you go through your KM implementation, you expect to creep incrementally up the scale; as if you were "growing up" and maturing as a KM company. The problem is, KM is a change process , and it's a step change in culture. Knoco stories: The danger of maturity models in KM (and the alternative)

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 . Eddie works to the Publishing House model, concerned with explicit push. To Eddie, success is a knowledge base full of material. He is happiest when people are producing content, and his biggest worry is an empty Intranet. Knoco stories: Four archetypes in KM

Knowledge Management: The Highway Analogy | Jeff Hester 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.

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 Knoco stories: The four business focus areas for KM

L'arrivée des outils collaboratifs 2.0 et des RSE transcendent la gestion et le partage des connaissances. Identification et mises en relation avec les experts sont recherchés. © Thinkstock_Hemera_99848575 Le KM à l'heure des réseaux sociaux d'entreprise - Journal du Net Solutions

Ce qui est nouveau, c’est qu’aujourd’hui on arrive à cerner les processus KM et les outiller avec des plateformes plus matures et plus intelligentes. Des plateformes centrales axées à la fois sur le contenu et sur la personne, sur les processus formels et sur les organisations spontanées, sur la classification de l’information et sur les tags libres, sur la collaboration et sur la capitalisation au fil de l’eau. Le wiki est à mon avis l’exemple type du nouveau dispositif KM de l’entreprise. Ses usages sont en effet multiples : Forme, structure, degré d’explicitation, liens, domaine d’application,… sont autant de questions qui ont concerné « la connaissance » dans les systèmes classiques de Knowledge Maganament … rien n’est nouveau de ce côté là. Usages de capitalisation : glossaires, bases des connaissances, fiches clients, fiches de retour d’expériences, … Knowledge Management 2.0 | Spectrum Groupe

Un des défis du knowledge manager est donc de faire en sorte que la production d'information et de connaissance soient faites de manière à être diffusées aux utilisateurs finaux au moment où ils en ont besoin. Attention cependant, le push n'est pas systématiquement la meilleure solution . En effet, mettre à disposition convient très bien pour les choses dont on est sait qu'elles seront "automatiquement" consultées par le collaborateur au moment où il en a besoin. Par exemple, un nouveau calendrier de fermeture de la société, un dictionnaire ou encore la liste des couleurs disponibles d'un produit. Dans ces cas, l'utilisateur final a une conscience précise de son problème et sait où chercher la réponse. Transmettre les connaissances aux collaborateurs en relation client | Connaissance et Organisation

Intégration « content management et entreprise 2.0 | «InfGov's Blog par Claude Super Comment protéger un document quant il est sauvegardé sur un disque local ou sur un appareil mobile ? Des solutions de DLP (Data Loss Prevention) permettent de “monitorer” dans le périmètre de votre organisation, mais il faut également se prémunir conte les risques inhérents aux contenus qui “sortent” de ce périmètre et protéger les actifs informationnels . Protection Dématérialisation C’est bien pourquoi sa restitution doit être TOUJOURS possible (en respect des règles de confidentialité et des droits d’utilisation) à partir de solutions centralisées ou au moins communes aux utilisateurs, processus et applications qui en ont besoin. Permettre un accès plus rapide, plus facile aux documents, en toute sécurité ET être “green”, ce sont le plus de la dématérialisation et de la fin de l’ ère Gutenberg !

“In my view, dialogue is talk -- a special kind of talk -- that affirms the person-to-person relationship between discussants and which technologies their collective right and intellectual capacity to make sense of the world. Therefore, it is not talk that is one-way, such as a sales pitch, a directive or a lecture; rather it involves mutuality and jointness. This “mutuality and jointness” lies behind the application of dialogue in many work processes; for example Dixon mentions Future Search Conferences, Open Space Technology, Action Learning, and Real-Time Strategic Change. These same attributes lie behind the application of dialogue to knowledge transfer. Dialogue is one form of conversation, in which the participants are trying to reach mutual understanding. Knoco stories: In praise of dialogue

La page à laquelle vous souhaitiez accéder a sans doute changé d'emplacement sur le site. Pour la trouver, saisissez un mot clé dans “Rechercher sur Collaboratif-info”, dans la barre de menu du site. Les 9 défis à relever pour gérer les connaissances de l'entreprise, selon le Cefrio | Collaboratif-Info

Where a knowledge management system fails, it is likely to be a consequence of a failure either of the people who are involved in the process, or of the information technology system that is being used. Failure is particularly likely at those points where the human users of the system interact with the information technology – the interfaces between people and software. For example, when a particular project is about to be completed and a final report has been produced, there may be a step in the procedure that requires knowledge to be filed and classified in a certain way, in a particular form, for future use. Reasons knowledge management information systems fail - by Peter Hann - Helium

Knoco stories: Knowledge Management Incentives Even a small learning curve may be too much for a busy person. The KM practitioners have a role to play in familiarising their business with Knowledge Technologies such as the community software , lessons learned systems , and wikis Trust. People will happily ask for help from a group of people they know and trust.