This article is shaped well and serves as a great reminder of why Knowledge Managers need to spend time on keeping the organization's knowledge assets relevant and easy to use. I think the real trick to maintaining relevant and up-to-date knowledge has to be distributed responsibility. You should not depend on the Content Manager(s) alone to identify when an asset needs an update. There are way too many changes in a live environment for a few people to keep up with and there is always one more perspective to consider to improve relevancy.
In KCS, the concept of collective ownership is an important element in what makes an organization effective at creating and maintaining knowledge. The Consortium for Service Innovation describes collective ownership in the following way, "
Collective ownership is a key driver of the efficiency of the KCS processes and contributes to knowledge quality and freshness. If knowledge workers take responsibility for the quality and accuracy of the knowledge they interact with, the knowledge that is being used is constantly being updated.
The concept of collective ownership applies to all who use the knowledge. In environments where the intended audience for knowledge includes people outside of the organization, like partners or customers, they too are part of the collective ownership model. Allowing them to improve or at least comment on knowledge, based on their experience with that knowledge, is important.
To me this means that anyone who uses a knowledge asset has the opportunity to improve it by providing their perspective (i.e submitting a comment). So if we make it easy for workers to comment on a knowledge asset, we can gather distributed perspectives and use them to improve the asset to be more relevant for the organization.
Maintaining knowledge assets in a distributed manner where users buy in to the concept of collective ownership and provide small amounts of insight through use over time seems natural. Why don't we do it more?
Examining Roles for Knowledge Management What are the roles needed to perform Knowledge Management in an organization? Hint: There is no single correct answer to this question. Rather, we can take a l...
Victor Jimenez's insight:
Notes from the KMA-DC meeting on 1/29/2016. Last page includes a capture of our discussion and identifies gaps for future talks and investigation.
Sources cited and feedback welcomed!
Contact: Victor Jimenez, Email: email@example.com
Please reference: KMA-DC Meeting 1/29/2016 on your inquiry
Wondering if Big Data is something you need to be paying attention to for your work?
Maybe you have already decided “Yes”, but are unsure where to start?
I think this essay by Jeff Marshall is a solid introduction to the big data discussion and is well worth following. Here, Mr. Marshall begins to breaks down big topics into easily understandable pieces. Topics are brought in and presented clearly from among data modelling, database logical layer design, strategic planning, and probably even more areas as the discussion continues.
Here are my own take-aways from this essay:
* Organizational strategy should drive data selection (understand strategy to understand questions that need to be answered by big data)
*What is BIG DATA? (a mix of structured, unstructured, and streaming data)
*Key to understanding your big data is in understanding the connections, not necessarily the components
*Managers and Users of data need tools to guide the search for relevant data and for acting on it
*An ontology can provide the organizing structure and a guide for these the creation of these tools by:
--Organizing internal data to uncover relationships and meta-tags for use in search
--Driving different searches (deliberate, robotic, and anecdotal)providing a structure for queries and classification schemes
--Don’t forget. During all this tool building, we still need to stop and check our data. Is it safe, is it reliable, is it accurate?
This is a perfect introduction to the role provided by Dr. Rhem. This training at KMI must be chock-full-of lessons which can be used in any organization right away. Important steps: Get the user focused on the problem and involved in the solution, understand the business logic model, develop the language, THEN develop the tool that allows users to create & exchange knowledge in a way that enforces data accuracy and integrity standards.
I often think that many of the Knowledge Manager or Knowledge Specialist roles we have today should be aware of these tasks, these needs, so that they can diagnose and effect change from any level. These skills, this knowledge, is needed whether you are a leader of your KM community in a formalized KM role or if you are simply a content organizer that is managing a knowledgebase. Knowing these tasks and why they are important in getting users of an organization connected with their content and with each other is part of a foundational KM skillset.
The KM Institute (KMI), the global leader in Knowledge Management Certification, announced a record* number of classes delivered to Military personnel and certifications awarded during a 60-day period.
Between August 11-29, three private classes of the acclaimed Certified Knowledge Manager (CKM) program were delivered at: Holloman Air Force Base in New Mexico, U.S. Pacific Command in Hawaii, and Scott Air Force Base near St. Louis, MO., as well as a group of Army personnel registered for the online version of the CKM (eCKM).
In addition to a busy August, KMI is teaching a public CKM Class in San Diego, Sep 22-26, represented by a large group from Camp Pendleton, as well as local NAVSOC (Naval Special Warfare Command), plus another private class at Scott AFB in October.
All together, over 70 Military personnel will have taken part and earned their CKM Certification stemming from this full 60-day period.
Recent military cutbacks mandated by sequestration caused a decrease in professional skills training during late 2012/13, but steady interest during 2014 grew to an unexpected level during Summer months leading up to the fiscal year end for Federal Government/Military (Sep 30th).
“The recent spike in KM training and competency is not just a reaction to newly available funds,” says Douglas Weidner, Chairman of KM Institute, “we believe it reflects a growing trend in the U.S. Military and elsewhere, that even during a sluggish economy, there is a fundamental need for agencies and firms to substantially improve performance of their knowledge-intensive activities in the emerging, Post-Industrial, Knowledge Age.”
Weidner, KMI founder, is also an Air Force Academy Grad and Vietnam War Veteran. He has an extensive history teaching and certifying various military commands over the last 14 years that he has taught Certification-level training in KM.
In addition to the multitude of private classes delivered over the years to bases, commands, and forts, KMI’s acclaimed e-learning program (eCKM)
- a key differentiator from other KM Training providers - allows in theater soldiers and civilians to study without the need to travel to a class, nor rely on Internet access to run the DVDs provided by KMI.
“We are confident the U.S. Military and other allied Military operations world-wide will continue to realize the mission critical need for such training,” adds Weidner, “and we will be here to help them succeed.”
For more info on public, private and e-learning programs from KM Institute, please contact: firstname.lastname@example.org
The Peer-to-Peer (P2P) Foundation provides much to think on and inspiration to get more involved in the making of the future.
A description of the basic set of hypotheses of the P2P Foundation provided from the words of one of it's founders, Michel Bauwens:
That peer to peer-based technology reflects a change of consciousness towards participation, and in turn, strengthens it.That the ‘distributed network’ format, expressed in the specific manner of peer to peer relations, is a new form of political organising and subjectivity, and an alternative for the current political/economic order, ie I believe that peer to peer allows for ‘permission-less’ self-organisation to create common value, in a way that is more productive than both the state and private for-profit alternatives. People can now engage in peer production that creates very complex ‘products’ that can achieve higher quality standards than pure corporate competitors."
They say that part of the cycle of learning involves teaching (or sharing) to others to internalize your concepts...
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The rise of big data, social networking and mobile interactions, coupled with an accelerating increase in the amount of structured and unstructured information enabled by cloud-based technologies, is forcing organizations to focus on the enterprise information that is most relevant, value-generating and risk-related. Gartner predicts that, by 2017, 33 percent of Fortune 100 organizations will experience an information crisis, due to their inability to effectively value, govern and trust their enterprise information.
Victor Jimenez's insight:
From the article...
"Business leaders need to manage information, rather than just maintain it.
"The discipline of exploiting the various types of information created and managed inside and outside organizations is called enterprise information management (EIM). It enables people across an organization to share, manage and reuse information that was created in different applications and stored in different databases and repositories."
"IT leaders must design EIM initiatives so that sharing and reusing information creates business value, and the value created must contribute to enterprise goals."
Is your organization just doing enough to make sense of all the information they are collecting and obtain new insights into how to perform better? Or are all those potential lessons going into the mysterious big data treasure chest to be placed on a shelf to gather dust?
Around the world, there is enormous enthusiasm for the type of technological innovation symbolized by Silicon Valley, with many attempting to replicate the ingenuity that they regard as America’s true comparative advantage. But there is a puzzle: it is difficult to detect the benefits of this innovation in GDP statistics.
Victor Jimenez's insight:
Managing knowledge is an act which demonstrates what it means to be innovative. Innovation is Knowledge Management.
Early adopters to the belief that we are moving into a Knowledge-Based Economy will have an advantage. Their challenge will always be to identify ROI for managing knowledge to those who doubt it's value. What evidence must be gathered? What must be measured? Are our current indicators appropriate for assessing the value of innovation (and Knowledge Management)? For a Knowledge Manager, these questions must be continually asked and revised as they apply to an organization.
With Agile delivery, we trade big upfront design for a “just enough” approach. But how do we make sure we get the right MVP?
Victor Jimenez's insight:
This Excella article is an excellent application of agile concepts to conduct Knowledge Management practices in the workplace. I think of these lessons as the way KMers should coordinate teams to share their insights to others in an organization. Heres why.
Successful projects with important lessons to share are not always the result of superb communication and disciplined documentation to capture all insights learned along the way. In fact, sometimes a project is successful simply because of the sheer determination and brute force put in by a few key personnel who overperform to achieve the project deadline and promised performance standard. The Agile approach intends to break us from this mindset of work that requires overperformance in order to achieve performance goals. Approaching work with Agile in mind allows teams the permission to revise their assumptions as they proceed and to make better decisions in pursuit of the project goal. The ability to observe and reassess per increment means you have to collect insights and discuss along the way. Immediately, the characteristics which define agile project success are more defined by inculsiveness and awareness rather than isolation to make a concentrated effort and a reliance on sticking with the plan.
This brings me to the reason why I believe these Agile lessons from Excella should hit home for Knowledge Management professionals trying to guide others to practice KM principles to increase sharing, connectivity, and learning in the workplace. Story maps are a tool to communicate effectively (i.e. transfer knowledge) and capture ideas in project artifacts which serve as key learning tools during and after the project concludes. Indeed, the daily rituals of the project team become focused on creating explicit artifacts to review with the customer and to confirm that the right decisions are being made along the way. By focusing on the knowledge capture for these artifacts you are writing the training tools piece by piece which are needed to implement your project output in the organization. KM professionals who understand the risk of tacit knowledge loss at key transition events such as when a project team disbands or key personnel leave the organization should recognize the value of this approach.
I've been looking for a KM body of knowledge for a while and settled on just cultivating my own through practical application. Agile concepts seem to be the best reservoir of active knowledge to draw upon. With that said, I encourage others to find and share other sources for best practices in Agile project management application. I believe Agile is a magnifier of organizational learning through it's ability to produce high quality knowledge artifacts and empower Knowledge Managers to spend their time curating and connecting others to a central library of insights gained.
Does anyone have suggestions for active online communities that show how Agile is applied to Knowledge Management programs within Government? If you have a site or blog bookmarked and would recommend it, please share. Thanks!
PM Center Insider Dispelling Myths around Project Sponsorship – by Radhia Benalia, PhDc, PMP, Certified Green Belt Radhia Benalia is a pracademic. In addition to filling a leading position in a reg...
Victor Jimenez's insight:
Being in different levels of leadership roles among the collection of communities I am engaged in at the moment, I found these Myths on Project Sponsorship intriguing. There always seems to be a challenge in finding the proper balance for leadership on a project. Should the leader communicate more to ensure we stay on track? Or should they stay out of the way and let the team execute and learn? There is no one-size fits all answer, but situational awareness is of course always needed.
So I am left with concluding that clear communication about scope and objectives up front is of utmost importance. But here is the next question I get to....As a sponsor, if I am satisfied that I have laid out the objectives clearly and the team is informed, then I can leave them to execute their plan. I only interrupt flow or work to perform whatever level of monitoring we (the sponsor and the project manager) have agreed to beforehand. Ok, no problem there. But inevitably the time comes when something changes one of the objectives we started with. Perhaps an external influence out of our control. What are my priorities as the sponsor at this time? How much do I now need to get involved? I obviously have to inform the team of the change and how it may now impact the objectives we previously discussed. But how do I decide how much I need to get involved to ensure the team has addressed the change? Or do I just identify the change, identify the adjusted objective, and let the team get back to planning?
What are some tips on how to make this decision? Thoughts?
Certainly there are other critical success factors in the reuse of organizational knowledge, like alignment to strategy, processes, and technology enablement, but if there’s a holy grail of knowledge sharing it would be the change management required to incorporate the ...
Good tips on the value of KM from David Griffiths, PhD. I especially see #12 as critical to KM success in any organization. The realization that sharing of information is a business need among all areas of the organization is not something that comes naturally to most. Yet those who can step outside their domain and see the greater context have a better chance of making the best decisions for their mission the first time around.
Our UK office is on the third floor, a choice i regret when carrying a thousand books up the back stairs. Today, the Social Leadership Handbook has arrived from the printers in Latvia. Latvia? Yes,...
Victor Jimenez's insight:
If you have not been following Julian Stodd's blog on Social Learning (http://julianstodd.wordpress.com/) you may want to bookmark it now or pick up a copy of the Social Leadership Handbook. I started following his blog close to a year ago now and am glad I found it. Mr. Stodd provides plenty of musings and thought provoking content useful to dig deeper into how social tools can be beneficially used in the workplace or in life in general.
Cindy Hubert, executive director of Advisory Services at APQC, discusses the relationship between change management and knowledge management (KM).
Victor Jimenez's insight:
Ms. Hubert says it well when she states, "When will we finally accept that fact that we are asking people to CHANGE the way they work? Have we really thought about what change means to our organizations? ..."
Most KM practitioners know that the KM discipline, at it's heart, is all about the people in an organization. But how do you know if the people within your organization are ready to adopt a KM implementation (and are ready for Change)?
This seems like a great topic for a 1-hour KM cafe at your local KM interest group gathering!
Too much access to information has turned us into “overwhelmed” employees. Nearly every company sees this phenomenon as a challenge to productivity…
Victor Jimenez's insight:
Knowledge Managers will appreciate and benefit from this read.
As we all know, embracing KM can increase productivity and should be approached from a system-wide view as a strategy for the entire organization. The author touches on a number of topics which influence KM but are not always labeled as such. Good coverage of a complex topic.
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