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  <id>tag:blog.jackvinson.com,2007://1/tag:blog.jackvinson.com,2004://1.180-</id> 
  <updated>2007-12-03T12:02:51Z</updated>
  <title>Comments for PKM: Me, Others, Ideas</title> 
  <subtitle>Jack Vinson writes about knowledge management, personal effectiveness, theory of constraints and more.  As of December 2007 Jack will likely start writing about product management too.</subtitle>
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    <id>tag:blog.jackvinson.com,2004://1.180.82</id> 
    <link rel="alternate" type="text/html" href="http://blog.jackvinson.com/archives/2004/09/12/pkm_me_others_ideas.html#comment-82" /> 
    <title>Comment from Bill Ives on 2004-09-13</title>
    <author>
        <name>Bill Ives</name> 
        <uri>http://billives.typepad.com/portals_and_km/</uri>
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      <![CDATA[ <p>Jack - Can you provide a concise definition of PKM and how it differs from "regular" KM? I have seen that there is some controvesary around this issue. I think I support the notion of PKM but want to make sure I understand how the term is being used in the dialogue going on. Thanks, Bill Ives</p> ]]>
    </content>
    <published>2004-09-14T00:06:01Z</published>
    <updated>2004-09-14T00:06:01Z</updated>

  </entry> 

  <entry>
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    <id>tag:blog.jackvinson.com,2004://1.180.83</id> 
    <link rel="alternate" type="text/html" href="http://blog.jackvinson.com/archives/2004/09/12/pkm_me_others_ideas.html#comment-83" /> 
    <title>Comment from Jack Vinson on 2004-09-13</title>
    <author>
        <name>Jack Vinson</name> 
        <uri>http://www.jackvinson.com</uri>
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      <![CDATA[ <p>For me, personal KM is focused on helping an individual be more effective with an aim to enabling them to work better themselves, in groups and in corporations.  I see "regular" KM (sometimes referred to as Corporate KM) as being focused on enabling the corporation to be more effective by "recording" and making available what its people know.  </p>

<p>I know this is a gross simplification, but I think that gets at some of the PKM ideas.  Many people in the chain of writers don't necessarily see there being a difference, but it is the focus that is important.  </p>

<p>The nice thing about PKM is that the "what's in it for me" factor is taken care of immediately, so you get quicker individual buy-in.  The difficult thing is how do you show a traditional manager that individual employee effectiveness necessarily leads to better organizational effectiveness.  Of course, that traditional manager may not get regular KM either.</p> ]]>
    </content>
    <published>2004-09-14T04:06:49Z</published>
    <updated>2004-09-14T04:06:49Z</updated>

  </entry> 

  <entry>
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    <id>tag:blog.jackvinson.com,2004://1.180.p54</id> 
    <link rel="alternate" type="text/html" href="http://blog.jackvinson.com/archives/2004/09/12/pkm_me_others_ideas.html#p54" /> 
    <title>Trackback in article Individual needs vs. Organizational goals from ...no straight lines...</title>
    <author>
        <name>...no straight lines...</name> 
        <uri>http://nsl.blogspot.com/2004_09_01_nsl_archive.html#109003131704881864</uri>
    </author>
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        <p>
              The failure is not (necessarily) in the enterprise system or the enterprise wide goals, but not taking into account the needs/wants of the individuals that make up the organization. <a href="http://nsl.blogspot.com/2004_09_01_nsl_archive.html#109003131704881864">[Read More]</a>
        </p>
    </content>
    <published>2004-09-15T21:14:21Z</published>
    <updated>2004-09-15T21:14:21Z</updated>


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