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Dr. Dan's Knowledge Management
Dr. Dan's Knowledge Management
Knowledge Management viewpoints and curations by a world-wide recognized Knowledge Management Expert and Consultant: President/CEO of Knowledge Management Professional Society (KMPro) - the world's largest KM professional society; Creator of the first KM certification program and remains today after 21 years as the world's longest serving provider of Knowledge Management training and certification with more than 6,500 individuals certified and more than 3,000 in other KM training.
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Keep Calm - Knowledge Management Series: Mentor Someone

Keep Calm - Knowledge Management Series: Mentor Someone | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Mentoring is key to both Organizational Learning and successful Knowledge Management implementation.

Dr. Dan Kirsch's insight:

With so much effort spent in so many organizations on building the knowledge repositories it is unfortunate that those same organizations have failed at tapping into and sharing the organization’s most valuable "knowledge base" -- the knowledge held by its people.  Mentoring is a key way to tap into that vast amount of held but seldom shared knowledge.


Mentoring traditionally tended to be more of a "one on one" relationship, but learning organizations now strive to create mentoring partnerships which generate learning opportunities across an organization.  Learning organizations allow for and actively encourage mentoring relationships that cross organizational boundaries, support project-based situations that directly address specific tasks or goals, or where mentoring teams are assigned to afford multiple mentors the opportunity to  mentor those with common developmental needs.  And so on.  The opportunities are many and the benefits are boundless.


When implementing Knowledge Management the issue shouldn't be one of whether or not mentoring should be viewed as a critical activity (because clearly it is), but rather one where the organization strives to find new ways to facilitate the form of learning and development across the organization.

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Why Machines That Can Do Human Things Won't Replace Us Anytime Soon

Why Machines That Can Do Human Things Won't Replace Us Anytime Soon | Dr. Dan's Knowledge Management | Scoop.it

As technology advances at an unprecedented rate, now performing tasks typically reserved for human creativity, one realizes just how special human beings are and how inadequate technology can be.


Via Peter Verschuere
Dr. Dan Kirsch's insight:

This might not appear to be directly "pointed" at the challenges of knowledge management but consider the fact that people actually prefer "browsing" over "searching" and you should begin to understand some of the fundamental challenges of successful Knowledge Management implementation.  

 

There is no software which allows for a person to learn, find, experience, and so on in the same way that we do naturally using our senses.  Clearly a "search" capability is fairly worthless when an organization lacks a taxonomy, doesn't understand the basic concepts of meta tagging and so on.  

 

However, it is probably a bigger "neglect" to lack those KM necessities that feed to and on our abilities as people -- for example, expertise locators (to find people), socialization opportunities (to draw people), mentoring programs (to nuture & develop people).  Each of these types of activities feed "browsing" as in developing people and their relationships we allow for mutual exploration -- for me to learn what you know, what you think AND what you feel about a subject or issue (which can help me to understand why something is important and no search engine will ever be able to fully make that connection).

 

This article does hit the KM problem nail squarely on its head.  All too often organizations approach KM implementation as if they are trying to, in that sense, "replace" us.  Simply throw it all into a repository.  Marvel at "big data." Job then "done." And in doing so organizations then ignore the people side of things and fail to grasp that the purpose of any KM tool should be to make better people.  To find ways to bring us together, to find each other, to learn more about what you already know.  

 

The key to a better KM implementation is to remember that the person sitting next to me knows by far more than "big data" will ever ever account for and in ways that big data will never be able to capture or understand.  And accessing that knowledge "interface" is as easy as starting a conversation.

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Want the Best Mentor? One Thing to Know...

Want the Best Mentor? One Thing to Know... | Dr. Dan's Knowledge Management | Scoop.it
The best mentors have no answers. They have only questions, frameworks, multiple open choices, a light to shine and an open mind. They are listeners first and foremost and they bring encouragement,
Dr. Dan Kirsch's insight:

Given the importance of mentoring within any KM implementation I wanted to share this quick-read insight into what makes for a good mentor.

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Ineffective Knowledge Transfer Hindering Business Continuity

Ineffective Knowledge Transfer Hindering Business Continuity | Dr. Dan's Knowledge Management | Scoop.it

How Ineffective Knowledge Transfer hinders business continuity - http://t.co/BtNCDyoOzv 

Dr. Dan Kirsch's insight:

A great point made regarding the impact of poor or no knowledge transfer on business continuity.  


We often hear discussions regarding continuity, and the need to plan for it, to prepare for it, and to execute it (sometimes under the worst of situations).  But that begs the question then -- in what ways have businesses embraced knowledge sharing and knowledge transfer.  Where are the mentoring programs effectual in deep knowledge transfer?  Where is that expertise locator?  The knowledge map?  And so on.


Business continuity isn't about simply determining who does what and when, or for how to figure out who will sit in which desk and at what day at some point in the future.


Business continuity is about ensuring that the organization moves forward, maintains its competitive position.  Prepares itself for the future.  And having the right knowledge available to close Knowledge Gaps is a crucial part of those preparations.

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Don’t Be a Jerk – Coaching and Mentoring Sales Reps Leads to More Effective Knowledge Transfer – Guest Post - Work.com Blog

Don’t Be a Jerk – Coaching and Mentoring Sales Reps Leads to More Effective Knowledge Transfer – Guest Post - Work.com Blog | Dr. Dan's Knowledge Management | Scoop.it
Do your managers know how and when to coach? Do you encourage sales managers to coach their reps? Do you assume that they coach reps?
Dr. Dan Kirsch's insight:

As I've so often said,successful organizations use coaching and mentoring significantly more frequently to support their knowledge capture and knowledge transfer needs.  

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