knowledge+management category archives
Euan Semple's "Organizations Don't Tweet People Do" compiles his great thinking on helping organizations make the shift to being more human.
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James Slavet has an interesting set of "Five New Management Metrics You Need To Know" on the Forbes technology blog. Rather than look specifically at throughput, he suggests some internal metrics that might be leading indicators.
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The 2011 MAKE awards for North America, Europe, Asia and the Global winners have been announced recently.
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Review of Eric Von Hippel's "Democratizing Innovation" which looks at the spread of user-inspired and user-created innovations throughout all industries. What creates it? What sustains it?
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Building on Dan Pontefract's thinking about the foolish distinction of generational divides when it comes to learning and collaborating in our world.
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Nick Milton reminds us that "it isn't information overload when it is information you want." And I play with it a little, hoping for some artificial intelligence sooner than later.
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I read Tom DeMarco's _Slack_. Short review: read the book, even if it is ten years old. Long review: read this entry.
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To get your collaborative culture, focus on the behaviors you want to see, not on the culture.
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A definition is something people can work with. Without it they are often left juggling too many of the wrong things.
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Silos aren't necessarily bad. They help store and organize. Think about how they work in your organization and make changes for the better.
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Here we have three lists associated with knowledge management, from the kindergarten-simple to the academically-correct to the subliminally spiritual.
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Go out and do things you wouldn't normally do. Or do something you haven't done in ages. You just might get lucky and that impractical knowledge will become practical.
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Rather than asking how we do things, we need to learn from how we think about things. That is the way to translate "best practices" from one place to another.
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Classic problem of builders and buyers. People don't automatically know how to use the new widget or work in a new environment. Change leaders have to help people see and create the answers.
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The NY Times has a piece on a battle within the Wikipedia world around what constitutes a citation (and knowledge). Here are some thoughts as this applies to knowledge management.
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Reading about Co-Creation makes me think that there are many places where organizations need to stop and listen in order to grow.
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Barry Moltz has some thoughts about protecting your time from people who want your ideas. I like his thoughts and add some more ideas.
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What are some other POSITIVE (or at least non-negative) things that people do in communities when they are not active participants? Some ideas: sampling, learning, observing, connecting.
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Just because someone doesn't actively participate (talk) in their community, this doesn't mean that the person and the community don't benefit.
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What is the system that we should put in place to ensure that people can make best use of the interconnections we have in our knowledge networks?
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I review Kate Pugh's new book on Sharing Hidden Know-How and the Knowledge Jam. Good stuff.
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Interesting discussion with Carol Rozwell at the Boston KM Forum. One element I highlight is the dangerous idea of one-tool-fits-all.
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An interesting story from ThoughtFarmer about their work at Mountain Equipment Corporation.
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Attensa have published a white paper on information overload, and I have had a conversation with them recently. Some thoughts about the worlds of KM and information overload and getting things done at work.
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Teleos have opened their latest MAKE Awards for nominations. Go suggest your favorite three Knowledge Enterprises.
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In your efforts to improve processes and make your organization more like a well-oiled machine, don't forget the people who run the machine. Given the opportunity, it is the people who will be continually making things better.
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Knowledge sharing - deep sharing - is based on the idea of conversation. And I am seeing many people talk about that lately.
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Have you ever been in the situation where you want to help people get out of a bad situation, but they are so comfortable with the way things are that they want to stay? That's the Stockholm Syndrome, and it doesn't just apply in kidnapping situations.
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Great discussion from Nancy Dixon on the "conversations that share tacit knowledge."
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What would you see if this ephemeral thing called "knowledge management" were happening in your organization? Here is one possible list.
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Richard McDermott has a piece on the HBR website that has me thinking: "Free your staff to think."
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Carla O'Dell and Cindy Hubert's new book _The New Edge in Knowledge_ covers a lot of ground on describing what organizations are doing with knowledge management.
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I did a podcast interview with Joe Dager of the Business901 podcast on the intersection of knowledge management and Theory of Constraints.
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Steve Denning has been talking about his book _Radical Management_ for a while, but something new stood out for me at a talk this week. Continuous improvement.
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Interesting piece by Deb Lavoy on the skills required of collaboration. Listening and reflection show up a lot. As does curiosity, one of my favorites.
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New tools and technology are fun and all, but once you get beyond the experimenting stage, please decide how you are going to use that shiny new tool to do the things you need to do.
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What is it that knowledge managers do? And what do you look for in a job description or a job title for "knowledge management?"
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I came across a great article about IDEO's knowledge sharing and collaboration tool, The Tube. They do a great job of describing the how and why behind its creation.
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Knowledge workers have lots of gold in their personal archives. But how can others learn about it if they don't know you have it? If you are a knowledge worker, don't hide your gold. Share it with others and it will grow and change in ways that you might not expect.
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What's in it for me? This is the classic question that you want to answer as you are developing any change initiative. It seems to come u a lot in discussions of new technology, knowledge management and social business. Jem Janik has a great WIIFM matrix that looks at the question from several perspectives.
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Twitter is an interesting service. People can put you into lists, and that tells you something about how they see you. Maybe.
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I came across an interesting video - a simulation of a real After Action Review, and it inspired me to write this.
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Knowledge management cannot be simply about smart storage of content and knowledge bases. It has to be about helping the organization get things done by helping people work together.
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Whenever a change is introduced, the people who have created the change are the most familiar with the new situation they want to create and why it should be created. But everyone else? They either have limited or no knowledge of why things should change and how this specific change will meet their needs.
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Questions are how we learn and do research. Why don't we do more with them, instead of following rigid processes associated with actions?
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Speaking of questions: "Ask a new question and learn new things." from George Greenstein
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Nick Milton has "What to do if you don't know the answer?" in a post today that had me smiling. It also had me thinking of the learning process that is so often missing from KM implementations.
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An interesting article on "How to find answers within your company" points to the idea of knowledge markets to deal with troubles of ealier knowledge management approaches. I'm not so sure that knowledge sharing needs this though.
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My current consulting gig is ending, and I am looking for something new. Here are some thoughts about that something new.
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JP Rangaswami has posed five principles of working when it comes to the "maker generation." I wonder how we are going to change work to make these principles come alive.
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Note: Only the most recent 50 articles are listed. For more in this category, please search or look through the date archives.
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