To celebrate our CPA Centre of Excellence Knowledge Management & Learning Organisation project winning an ASAE Power of A Sumit Award, for "making exemplary commitments to creating a stronger America and world and are positive influences in the daily lives of society at large", we're going to give you six powerful ways to surface knowledge…
..."Self-organizing teams are much more flexible than hierarchical ones, but they require active and engaged members. One cannot cede power to the boss, because everyone is responsible for the boss they chose. Like democracy, self-organized teams are hard work. But they are best to deal with complexity. Hierarchies work well when information flows mostly in one direction: down. They are good for command and control. They are handy to get things done in small groups. But hierarchies are rather useless to create, innovate, or change."
This is a new series of posts, an alphabet primer of agile knowledge management (KM), to touch upon some of the key concepts, approaches, methods, tools, insights. And because there could have been different alternatives for each letter I’m also introducing the words I had to let go of here. Today, after covering…
"Next generation knowledge artisans are amplified versions of their pre-industrial counterparts. Equipped with and augmented by technology, they rely on their networks and skills to solve complex problems and test new ideas. Small groups of highly productive knowledge artisans are capable of producing goods and services that used to take much larger teams and resources."
So how did you do? Really. No "nicey nicey" banal comments please on how it was "great". What really worked - and why? And what really didn't work - and why not? What role did you have? In the success? In the failures? After a project or an event, it's rare that anyone, either individually or as a team, sits down to reflect on what has unfolded. Where does learning come from? Ironically, the learning from an event comes primarily from the debrief rather than from the event itself. That's worth repeating because it is so profound and so often overlooked: the learning from an event comes primarily from the debrief rather than from the event itself. It's a delicate art to conduct a retrospective that's powerful and useful and not a destructive critique. Most of us don't bother with a post-event analysis. But even when we do, they can be painfully horrible affairs: a combination of passive-aggressive politeness with no one willing to mention the "dead moose" (or "dead elephant" or "dead
La transferencia de conocimiento requiere diferentes etapas.
Utilizando la analogía de una cadena de suministro, con el conocimiento como recurso que debe ser entregado a los trabajadores de conocimiento, se exploran puntos donde el flujo del conocimiento puede quedar atascado.
The inclusion of Knowledge Management within the recently released ISO 9001:2015 marks a huge change within the world of KM. For the first time, one of the global business standards explicitly mentions knowledge as a resource, and specifies expectations for the management of that resource. This provides a long-awaited level of legitimacy for KM which […]
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