knowledge+management category archives
When you are looking for experts, you want to find out who the experts are and their areas of expertise. But you also want to learn how they know it and how they are at working with other people. How do they operate?
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Just think. If you write in public, it is both easier to find you AND when they do, the conversation can be at a higher level. Luis Suarez makes me think.
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You have to be careful with "culture" discussions because they can lead you down some strange paths. Ana Neves has an interesting discussion around knowledge management, and I see them applying to just about anything that wants a specific culture as part of the strategy.
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There are a lot of interesting conversations happening recently about knowledge management and the value of knowledge sharing or knowledge collecting and what it all means. KM is about taking action.
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Jim McGee points to an interesting interview with Jordan Frank on the idea that we have a "responsibility to collaborate" with one another. I see it both from the perspective of the individual and of the organization as a whole.
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The Enterprise 2.0 Conference is attempting to use the concepts to help organize the Boston conference.
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My thoughts about David Allen's 2009 book, Making It All Work, an extension to Getting Things Done. I also make a connection to some of my other work, beyond the obvious organizing and prioritizing that come from the book.
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Sure there is a lot of "information" rolling by out there. But we have always filtered it. Here's another way to think abuot it from John Reaves.
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Teleos and Rory Chase have announced their 2009 Global MAKE winners. Congratulations to all the organizations. There are many familiar names in the list from years past.
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Dale Arsenault gives us a straightforward description of collaboration in "8 Things You Need to Know About Collaboration."
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Inspired by a comment from Robert Lavigne, "Sharing of new found knowledge is the responsibility of all knowledge workers." While many people see KM as all about the "management" and "collection" of knowledge, I have always seen it as about informing as many people as possible about what is going on / what is going through the organizational mind.
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Atle Iversen has a series of posts on what he is calling Knowledge Management 3.0. I agree with everything he says, other than that he's created a new designation to call this 3.0.
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I have been reading Lilia Efimova's PhD thesis, and the second half is as good as the first. And just as familiar for long-time readers of her blog.
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A friend on Google Reader shared this Web Worker Daily article, "Corporate Culture, Not Technology, Drives Online Collaboration" by Will Kelly. I completely agree with the sentiment, but some of the specific examples worried me.
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Patti Anklam covers about five years worth of research and writing in her extensive summary.
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I have been reading Lilia Efimova's PhD thesis, Passion at Work: Blogging Practices of Knowledge Workers, and the words feel very familiar.
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Is email useful or not? This topic has gotten some energy lately from Luis Suarez and Andrew McAfee (and others). It's clear to me that email is simply not th eright tool for collaboration.
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I thought Folksonomy folktales from Tom Reamy in the October 2009 KMWorld provided an interesting perspective on the discussion of folksonomies as the solution to all troubles that aflict taxonomies.
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Brad Hinton has a recent post On clarity, where he suggests that a key element of knowledge management has been ignored: the goal of being able to do something with all this stuff of knowledge management. I was reminded of context.
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Lucas McDonnell had a nice post on 6 signs your knowledge management strategy is in trouble. One could imagine some other signs too.
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CommonCraft have published another informative video, but this time the interesting part (to me) isn't the subject of the video.
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Nancy Dixon has been writing an in-depth series of articles that describe her take on the past, present and future of knowledge management. Her last installment is the "where it's going" discussion.
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Memory fades over time. And unless you have reason to remember specific events, those tend to fade into a haze of other events just like it and misremembered details.
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There are a couple threads relating to experts and expertise running, and I have been wanting to mention them. One is a query from David Weinberger in KMWorld, and another is a project by Patrick Lambe and Matt Moore.
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Steven Wieneke has been active in the KM scene for quite some time. I discovered a whilte paper entitled, Success in any Economy, which talks about the value of BOTH written knowledge (explicit) and personal know how.
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I came across a new-to-me KM blog from Chris Jones of SourcePOV and found a piece on KM and culture. And it seems to connect to another discussion on KM and ROI elsewhere.
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Andrew McAfee applies the ideas of Pattern Language (which is new to me) to the differences between Enterprise 2.0 and Enterprise 1.0.
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Michael Idinopulos at SocialText has an entry telling CIOs: It's Strategy Time in which he argues that Web 2.0 concepts and ideas (as described by Enterprise 2.0) provide an opportunity to move away from dealing with servers and firewalls to helping define the strategy for the business.
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To follow on from my pizza-based KM post yesterday, KMWorld hosted a webinar entitled, "31 Flavors of Knowledge Management,"* so I signed right up.
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In these days of budget cuts and layoffs, knowledge management must still live on. Marnix Catteeuw provides an excellent suggestion.
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In the second issue of Smart People magazine is an article on the key shift from command-and-control to knowledge work, "Unmanaging knowledge - How to tell the boss to back off" by Charles Ehin.
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Art Murray has extended his suggested transformations in An opportunity for real change, part 2, where he continues the idea of stepping back from the day-to-day to think about how the organization should work in the future.
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Stephanie Barnes asks an interesting "Knowledge Management Question" at her new The Missing Piece blog. And I make the serendipitous connection to some KM poetry.
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Today, there are many technologies that offer some form of expertise location, but how do they go about building that directory? And what are they anyway?
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The Work Foundation continues to think about knowledge management - knowledge work, specifically - and the implications for KM in the U.K. They have a new study report out that claims "Employers squandering the talents of workers.
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Smart People Magazine launches on 15 April 2009.
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Nancy Dixon has a great post on "The Incentive Question or Why People Share Knowledge" - mostly it's about the Why. Why not more on the incentives? Because we don't need incentives to share with one another. We need relationships.
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Dan Keldsen spoke at the Boston KM Forum this evening with the official topic of "Emergence - Get with it or fade away." Basically, though, it was about social media and how you can bring your company, your idea or YOU to the attention of other people.
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Carl Sagan: "Knowing a great deal is not the same as being smart; intelligent is not information alone but also judgment, the manner in which information is collected and used."
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A few people mentioned Jonathan Spira's post on "Defining Productivity for the Knowledge Age." He defines the basic problem and promises more in upcoming writing. It will be interesting to see what he has to say.
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Did you know that there is a The Federal Knowledge Management Working Group in the USA?
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I had the great pleasure of previewing one of Lilia Efimova's papers - maybe her PhD proposal - about five years ago. And now I get the chance to do it again
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Shawn Callahan posted the Anecdote Collaboration framework back in November 2008, and I have been pondering it since. He's been thinking and talking on the topic for a while.
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I attended yesterday's KM Community Call, hosted by Carla O'Dell of APQC. The topic was the 2008 Global Most Admired Knowledge Enterprises as announced by Teleos on Wednesday. APQC were one of the twenty winners.
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The interesting thing to me was a find that Chris had from Bob Buckman, father of some of the earliest examples of understanding the value behind knowledge management. Chris found a list of seven points that describe the ultimate idea-sharing system.
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Mary Abraham writes about how metrics can drive the wrong behavior (or the wrong conclusions) in "The Metrics Mess."
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Kevin Meyer has a great story about visiting a Toyota manufacturing plant, getting to see what lean is really about. This reminds me that everyone has need of continuous improvement.
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Mary's KM and the Pantyhose Fallacy from last week strikes a humorous realization for me. The Pantyhose Fallcy? "one size fits all."
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In a conversation at a user group meeting, we were talking about options for adding foreign language to our products and the need for training in local language. The idea of active and passive knowledge came up.
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Christopher Penn wrote about what it takes to become an expert, in response to a Daniel Levitin claim that it takes 10,000 hours to develop expertise.
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