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The Content Economy

The Content Economy
Related:  Knowledge Management

Official Mind Mapping software by Tony Buzan Knowledge management for front-line staff Written by James Robertson, published August 6th, 2003 Categorised under: articles, intranets, knowledge management Knowledge management is an approach that can benefit all staff within an organisation, from senior management, to front-line staff, and out into the field. Up to now however, many of the case studies have focused on management and consulting staff, and have not addressed the unique environment that is the public face of an organisation. This article looks at the way front-line staff operate, and how knowledge management can be used to meet their needs. This article does not provide the final answers to the challenges of bringing improved knowledge management to front-line staff. Introducing front-line staff Front-line staff are those who interact directly with customers or the public. front-desk (or service-desk) staff customer service staff branch staff in general call centre (or help desk) staff The front-line environment is unique within a business The front-line environment

The Analysis-Synthesis Bridge Model Written for Interactions magazine by Hugh Dubberly, Shelley Evenson, and Rick Robinson. The simplest way to describe the design process is to divide it into two phases: analysis and synthesis. Or preparation and inspiration. But those descriptions miss a crucial element—the connection between the two, the active move from one state to another, the transition or transformation that is at the heart of designing. How do designers move from analysis to synthesis? How do designers bridge the gap? The bridge model illustrates one way of thinking about the path from analysis to synthesis—the way in which the use of models to frame research results acts as a basis for framing possible futures. The bridge model here is organized as a two-by-two matrix. Analysis-Synthesis Bridge Model Ideally, the design process begins in the lower-left quadrant with observation and investigation—an inventory (or description) of the current situation. Robinson Model Beer Model Alexander Model Kumar Model Download PDF

Alex (Sandy) Pentland Homepage -- Honest Signals, Reality Mining, and Sensible Organizations Click to see video Professor Alex "Sandy" Pentland directs the MIT Connection Science and Human Dynamics labs and previously helped create and direct the MIT Media Lab and the Media Lab Asia in India. He is one of the most-cited scientists in the world, and Forbes recently declared him one of the "7 most powerful data scientists in the world" along with Google founders and the Chief Technical Officer of the United States. He has received numerous awards and prizes such as the McKinsey Award from Harvard Business Review, the 40th Anniversary of the Internet from DARPA, and the Brandeis Award for work in privacy. He is a founding member of advisory boards for Google, AT&T, Nissan, and the UN Secretary General, a serial entrepreneur who has co-founded more than a dozen companies including social enterprises such as the Data Transparency Lab, the Harvard-ODI-MIT DataPop Alliance and the Institute for Data Driven Design. He is a member of the U.S.

Knowledge Associates - SKA Information Overload-When Information Becomes Noise | Workplace Psychology In “Information Overload: Causes, Symptoms and Solutions,” an article for the Harvard Graduate School of Education’s Learning Innovations Laboratory (LILA), Joseph Ruff says that we are bombarded with so much data that we’re on information overload. Simply put, information overload is when our ability to process information has passed its limit, and further attempts to process information or make accurate decisions from the surplus of information leads to information overload. Ruff argues that information overload interferes with our ability to learn and engage in creative problem-solving. “Once capacity is surpassed, additional information becomes noise and results in a decrease in information processing and decision quality…[H]aving too much information is the same as not having enough” (Ruff, 2002, p. 4). There’s even a new name for it, Information Fatigue Syndrome (IFS). Ruff offers a list of strategies to manage information overload. Proactive Reactive Reference Ruff, J. (2002).

Knowledge Management Software | Knowledge Base Software | KnowledgeBase Manager Pro Manage company knowledge baseOrganize enterprise wiki serverProvide immediate, 24/7 supportLaunch self-service web help deskEliminate repeat support requestsCollaborate on documents and content onlineCreate online help quickly and easily with Knowledge Management Software According to Ernst & Young consulting agency research, Knowledge Management Software usage enables up to 30% savings on customer support and increases up to 50% decision-making quality, staff agility, and company reaction speed to changes of market needs. Key Advantages of web-based Knowledge Base Software Usage Customer care improvement. Unlimited Usage Opportunities of Knowledge Management Software in Any Branch Knowledge Base Manager Pro is developed to support and enhance the organizational processes of knowledge creation, storage/retrieval, transfer, and application. Vending Company. Enterprise class Knowledge Management Software Solution Advantages of Knowledgebase Manager Pro Usage Built-in software updater.

Email Survival Guide: 3 Do's and Don'ts | Simplify Work By Tonya Love “Tonya Love, manager of the Business Relations and Marketing Group at the Xerox Research Centre Europe. (From the Editor: This article was originally published on MPW Insider, an online community sponsored by Fortune, where leaders in business and beyond answer timely career and leadership questions. Tonya posted this response to the question: “How do you manage email overload?” She is manager of business relations and marketing at the Xerox Research Centre Europe in Grenoble, France.) Many of us have a love-hate relationship with email; however, most of us couldn’t do our jobs without it. Below are a few of my best tips for staying connected and productive: Know when to take conversations off-line When an email appears to be the start of a lengthy conversation, I pick up the phone and have a real one. Designate a specific time for email I used to keep email notifications on 24/7. End of day wrap-up At the end of each day, I take time to review my entire inbox. Hate email?

Wisdom Putting human affairs in exact formulas shows in itself a lack of the sense of humor and therefore a lack of wisdom. ~ Lin Yutang Incline your heart to discernment; if, moreover, you call out for understanding itself and you give forth your voice for discernment itself, if you keep seeking for it as for silver, and as for hid treasures you keep searching for it, in that case you will understand the fear of Jehovah, and you will find the very knowledge of God. For Jehovah himself gives wisdom; out of his mouth there are knowledge and discernment.Solomon ~ Proverbs 2:1-6 Quotes[edit] Knowledge is indivisible. To finish the moment, to find the journey's end in every step of the road, to live the greatest number of good hours, is wisdom. ~ Ralph Waldo Emerson Hoyt's New Cyclopedia Of Practical Quotations[edit]

March 2008 Ikujiro Nonaka,Ryoko Toyama,Noboru Konno Hirotaka Takeuchi present a model for knowledge creation they think that knowledge creation consists of three elements1 SECI2 ba3 knowledge assets According to them there are two types of knowledge explicit and tacit. Explicit knowledge is knowledge which can be stored in the form of data and can be expressed in the words, in the form of scientific formulae this knowledge is very easily transferable to other individuals and can be shared. .[ Ikujiro Nonaka 2005] Tacit knowledge is a knowledge which can not be transferable easily to other individuals because it’s highly personal its an reflection of intuitions, individuals own experience and skills. .[ Ikujiro Nonaka 2005] They also mentioned that western epistemology only consider explicit knowledge but both knowledge explicit an tacit are important for the creation of knowledge, without tacit knowledge explicit knowledge losses its meaning. [ Ikujiro Nonaka 2005] What is SECI Figure 1 Figure 2

AIIM Knowledge Center Blog: ECM: Now I Understand! I have been approached many times to explain Enterprise Content Management (ECM). I usually answer with a question like, what do you think it is? The majority of people will respond that it is technology, software or start listing vendor names. This is a part of it but not the whole picture. When our conversations end they often say, Now I Understand! Simply put, while technology is an essential element of ECM, you should think of ECM as an environment rather than a solution. Organizations do not buy or implement ECM because it’s “the cool thing to do.” The fact is that organisations have a hierarchy of business needs or drivers and that organisational focus shifts in turbulent times. In his book entitled “Competing with Information: A Manager's Guide to Creating Business Value with Information Content”, Marchand suggests that organisations focus their attention on information in 4 key ways: 1. 2. 3. 4. These dynamics tend to be at odds. Not sure how to start? What say you?

Knowledge management framework At this stage we have had a look at the components and definitions that related to knowledge management (KM). This section deals with knowledge management frameworks and models. The old saying that a picture paints a thousand words is very much applicable in this case. A good model can integrate various elements and show relationships in a way that is much harder to do in writing. But first, what are the components of a knowledge management framework? Identification of needs Identification of knowledge resources Acquisition, creation, or elimination of knowledge related resources/processes/environments Retrieval, application and sharing of knowledge Storage of knowledge It is important to note that none of these processes are independent and all of them are affected by countless factors. For instance, some models are sequential (as above), and seek to provide a better overview at the expense of "realism". What/How Why When Alan Frost M.Sc., 2010 Like This Story Sign up to our

OODA loop Diagram of a decision cycle known as the Boyd cycle, or the OODA loop Overview[edit] The OODA loop has become an important concept in litigation,[1] business[2] and military strategy. According to Boyd, decision-making occurs in a recurring cycle of observe-orient-decide-act. An entity (whether an individual or an organization) that can process this cycle quickly, observing and reacting to unfolding events more rapidly than an opponent can thereby "get inside" the opponent's decision cycle and gain the advantage. Boyd developed the concept to explain how to direct one's energies to defeat an adversary and survive. Boyd’s diagram shows that all decisions are based on observations of the evolving situation tempered with implicit filtering of the problem being addressed. As stated by Boyd and shown in the “Orient” box, there is much filtering of the information through our culture, genetics, ability to analyze and synthesize, and previous experience. Applicability[edit] See also[edit]

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