A few weeks ago I was fortunate to see Gordon Ross speak on a panel talking about the social intranet and KM for legal knowledge management practitioners in the public sector. Ross is a partner with the Vancouver-based consulting firm Open Road and the Vice President responsible for strategy and professional services for their social intranet platform ThoughtFarmer. He has written a blog post outlining his thoughts from that talk: How Social Intranets can Support Legal Knowledge Management.
In other words, the social intranet is easier to use, so more people will use it to share what they know."
Karen du Toit's insight:
The Social Intranet and it's impact on Knowledge Management
Last year Academic Publishing International published Leading Issues in Social Knowledge Management.
The book is a collection of ten academic papers that I carefully selected to create the volume and wrote a short editorial comment on each paper.
You can now purchase the book at a 50% discount by quoting the code SKM50 when you order online.
Leading Issues in Social Knowledge Management contains leading edge research which addresses some of the main issues for those of us who want to use Social Software in a Knowledge Management context or who want to study it or research it. There are 10 research papers as well as an introduction from David Gurteen who is a leading thinker in this field. This title is also available as an ePUB. Click here for details. ISBN: 978-1-908272-38-6
"The answer to this question is partly through analytics, which is also a growing field within various sectors. Some people look at data analytics, in terms of educating future “data scientists,” and still others are exploring business analytics through educating a new kind of “business analyst.” The new breed of analytics specialists need to have a combination of skills including statistical techniques, applied mathematical methods, advanced machine learning algorithms, data visualization, and business and communications skills."
Karen du Toit's insight:
Some good tips on how to instill instinct into organizational decision making through analytics
Knowledge Management is becoming a C-Level discussion in our Big Data world as senior executives understand the transformation that occurs when every employee can know everything your company knows—when they need to know it, in real time—and...
Working internationally means we can't get people together in the same room for the conversations which are the power of the knowledge cafe. Does anyone have any experience of running a knowledge cafe virtually and how did you make it work?
Karen du Toit's insight:
David Gurteen gives an insightful reply with various links to consider when wanting to do a Virtual Knowledge Café.
This is a short video of Knowledge Cafe David Gurteen run for the Knowledge and Human Development Authority (KHDA) in Dubai on 29th October 2013 on Knowledge Sharing.
After a short talk by him about the power of conversation and an overview of the Knowledge Cafe process, the trigger question for the Cafe conversation was "What can we each do individually to encourage more knowledge sharing in our organization?"
As you can see in the video, this was a very engaged, enthusiastic group.
The KHDA is responsible for the growth, direction and quality of private education and learning in Dubai. They are a regulatory authority in the Government of Dubai which supports the improvement of schools, universities, training institutes and other human resource sectors.
"articulate the value of knowledge management in less than 230 words.
If you prescribe to the concepts of Tacit and Explicit knowledge, then you’ll appreciate that not everything can be documented or added to a knowledge base. The lemonade stand scenario was able to reflect situations that could occur if key expertise was to exit organisations. Below is an explanation of the rational behind some of our other inclusions:
"The combination of a techno-centric infrastructure, an electronically-driven business core, and the rise of computer-based instructional techniques creates a campus environment ripe for e-commerce trends. While many books on the topic of Knowledge Management (KM) focus onFunctional Issues Relating to implementation of KM techniques, Knowledge Management and Higher Education: A Critical Analysis Addresses the social aspects of KM that are largely ignored. Using various Social Science Perspectives, Knowledge Management and Higher Education: A Critical Analysis provides critical analyses of KM in higher education, with an emphasis on unintended consequences and future implications."
Abstract: Analysis by knowledge management consultancy Knoco shows that the majority of projects under-resource KM compared to the value it delivers. Sarah Dillingham examines how knowledge managers could use such analysis to better allocate staff hours, how they can ensure that projects realise their full knowledge potential, and why the number of man hours applied doesn't necessarily correlate to value realised.
Too many knowledge management programs in the past have failed because of a mix of a faulty approach and the quirks of human nature. Large manufacturers in the U.S. and Europe are rethinking the model for managing knowledge from the ground up — with measurable success. These new systems are being built around these key ideas:
Active and agile knowledge. The old knowledge library paradigm is too static. Knowledge is active, alive and has greatest value when used. It must be accessible, useful and relevant. Engineers don’t have time to stop what they are doing to dig for a manual — assuming they know where to look in the first place. Knowledge must push to workers in context.Accessible, complete and current knowledge. Knowledge is stored in a variety of disconnected documents that quickly fall out of date. An engineer may not have time to search for specification documents, best practices presentations and various spreadsheets of data. And if he grabs old parameters without realizing they are outdate, he may invest hours in a solution that is totally out of specification. Systems must make it easy for users to access a complete and current knowledge.Make knowledge capture part of the process. If people don’t have time to go search through documents, they surely don’t have time to create them. Efforts can vary in quality, depending on who creates them. Capturing knowledge, evaluating it, refining it and updating it has to be an organic part of the workflow — or it simply will not happen.Structured flexibility. Knowledge takes many forms and is used in many ways. An engineer might need materials specifications, dimension measurements, picture maps, work instructions and interdependency schedules to design a part. The system must be flexible and able to completely capture and structure that content for access and reuse.Reward knowledge contributions. Some people fear sharing their knowledge will make it easier to ship their job to China. Others take genuine pride in being the go-to person when someone has a question. A well-managed knowledge system uses such cultural issues to motivate, recognize and reward people for contributing. They create a virtuous circle of engagement, trust and use, with practical rewards that encourage more engagement and more use.
"Lesley Crane is a final year PhD student investigating organizational knowledge work - knowledge transfer and sharing. Her study focuses on how such work is accomplished in everyday meeting talk. This seems to me to be an original approach in that it locates the study of knowledge in talk and text, and it is this discourse which she is analysing to investigate how and with what effect people share and create knowledge.
She is looking to engage with organizations who would be willing to take part in her study. It is unobtrusive - she doesn't even need to be present! All she needs are good recordings of any type of organizational meeting. The only proviso is that participants need to be English speakers! Confidentiality and anonymity are guaranteed.
If you would like to help please get in touch with Lesley via email @ firstname.lastname@example.org.
If this approach intrigues you as it does me then you will find two of her past papers here
A New Taxonomy Of Knowledge Management Theory: The Turn To Knowledge As Constituted In Social Action
What Do Knowledge Managers Manage? Practitioners' Discourse In An Online Forum Compared And Contrasted With The Literature
"Many parts of knowledge work have been routinized and standardized with the ongoing marriages of business processes and integrated enterprise information systems. What has not changed much yet is the adaptation of structures and culture to permit easily building flows of information into pertinent, useful and just-in-time knowledge, or fanning out problem-solving and accountability into networks of connected workers. – Jon Husband
Chee Chin Liew’s 2010 slide presentation on moving from hierarchies to teams at BASF shows how IT Services used their technology platforms to enhance networking, knowledge-sharing, and collaboration. The slide on the character of communities (#14) shows one approach to “building flows of information into pertinent, useful and just-in-time knowledge”.
"We need to undo our dominant business models which are the legacy of military hierarchies because they are inefficient, ineffective, and stifle innovation. Hierarchies are only as good as the smartest gatekeeper. Wirearchies are smarter than the sum of their parts.
* Content from jarche.com is licensed for reuse under Creative Commons: Attribution-NonCommercial-ShareAlike"
Link: Gurteen Knowledge Knowledge Management Research & Practice Journal "KMRP provides an outlet for high quality, peer reviewed articles on all aspects of managing knowledge, organisational learning, intellectual capital and knowledge economics. This includes not just those focused on the organisational level, but all levels from that of the individual to that of the nation or profession.
The journal includes both theoretical and practical aspects, and especially the relationship between the two. There is a particular emphasis on cross-disciplinary approaches, and on the mixing of "hard" (e.g. technological) and "soft" (e.g. cultural or motivational) issues. Rigorous contributions from both academics and practitioners are welcomed.
A single focus for this rapidly evolving and multidisciplinary fieldA bridge between research and practiceA broad global perspective."
"This week I was asked by a large EU corporate client to put together a visual that could be shown to their Senior Management Team to illustrate the integrated nature of KM activities – with an emphasis on KM being more than just SharePoint.
This was the response and I am sharing it in the hope that it might be of use to those struggling to move away from the more traditional IT-centric view of KM."
Karen du Toit's insight:
The integrated nature of KM activities > not only IT-centred!
"There is an interesting thread in the Gurteen Knowledge Forum on the subject of how to run a Virtual Knowledge Cafe that has been running for while.
And then recently, I was talking to Kitty Wooley on Skype about this and we decided it would be interesting for her to join one of my London Knowledge Cafes virtually as an experiment. So this would be one virtual person in a sea of real people. My first thought was to have the "virtual Kitty" sit at a table as a laptop or better still as an IPad and to connect via Skype. It seemed to me that this could even work more generally if there was just one virtual person per table.
But as I reflected on it - I realised that there might be some better technology available than a laptop or an iPad. My first thought was a remote controlled WiFi webcam such as this one BESTEX remote controlled webcam
But it was obviously not ideal and so I Googled around a little and found Beam+ "
Karen du Toit's insight:
Virtual Knowledge Cafés - investigation by the guru and some insights!
"Using knowledge management to help drive and sustain innovation is not a new idea. However, innovation does not always seem to be a major factor in knowledge management discussions. We need to remember that managing knowledge is not just about capture and dissemination—it is also very much about enabling the development of new ideas and driving innovation."
Karen du Toit's insight:
Innovation to be the main drive of KM! Totally agree!
By Jade Thompson: "Our new Top 100 Directors research has been released, with the focus on knowledge management. This year we have added knowledge leaders to our Top 100 Directors research range. It’s an area of legal in which there’s a very broad range of views and little agreement on its definition, where it fits and where it’s going – but there’s also a big commonality: in what’s becoming a very competitive sector, every law firm must exploit knowledge. The study, carried out by Legal Support Network alongside sponsor Thomson Reuters Solcara, showed interesting results in this fairly new sector. A few key factors were; The legal sector can’t decide where knowledge sits, or if it’s an area that needs leadership. Only just over half of the top 100 have someone in charge of knowledge, either specifically or as a key part of their job. If you want a job in knowledge management, look to the top 50 firms. Nine in 10 of the top 25 and three-quarters of the top 50 have a knowledge leader position. Compare that to the next 50 – just 36% of those firms have someone in post. Knowledge leaders are increasingly coming from outside legal or professional services. As law firms cast their nets wider to fill knowledge roles, they’re pulling in capability from outside the sector. Knowledge is a well-balanced role in terms of gender equality. However, this may merely stem from the historical link with the PSL element of a firm being a popular choice for women reluctant to devote their whole lives to a firm. But it’s a stat to keep your eyes on. To read the full report, download your free copy here. http://bit.ly/lsntop100km2013 And click here to view the top 100 UK law firm knowledge management directors. http://bit.ly/top100kmdirectors
"I was recently asked to give a talk to a breakfast meeting of the Managing Partners’ Forum (MPF). The focus of the talk was around the possible dichotomy (or misalignment) of the development needs of the individual and the demands of the organisation they work for. At times these needs align, sometimes they need to be reconciled and at other times they diverge. Nothing radical in that statement, but does the organisation believe there is an asset value in the personal networks that the employee develops, maintains, cultivates and nurtures whilst on the payroll, and if so, does it exploit it at the expense or detriment to the employee?
"Never try to teach a pig to sing. It's a waste of your time, and
it annoys the pig." (Robert Heinlein)
Many an enthusiastic KM'er has frittered away the hours, days, and weeks trying to do just that. It is rather unlikely that you'll be able to simply turn senior organizational leadership into "senior leadership with a deep understanding of all things that are KM." We can hope, but that's not exactly realistic.