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Kayak's Why “no innovation happens with 10 people in a room.”

Kayak's Why “no innovation happens with 10 people in a room.” | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Sorry, but this is an epic FAIL with regard to both Knowledge Management and Innovation Management.


Paul English, co-founder of @KAYAK, on why “no innovation happens with 10 people in a room“: http://t.co/gWHzDb34EO

Dr. Dan Kirsch's insight:

Wow.  I'm probably one of the 12 people on the planet that hasn't yet used Kayak and after reading this, frankly, I still may not ever use it.


Why?  I believe that this quote from Paul English, co-founder of Kayak, provides a pretty clear indication that there is a fundamental lack of understanding at Kayak of Knowledge Management, and that knowledge feeds innovation.


How so?  Well consider this -- intending to use an organization's knowledge to drive competitive advantage and to feed innovation only works when you actually use that knowledge.  If you don't actually use it...it's going to very often then be a fairly frustrating journey with a not so great ending to the story.


Yes, I know that sounds rather simplistic, but let me 'esplain.  


We've all heard (no doubt) stories about how organizational knowledge wasn't actually utilized.  Stories centered around painful discussions that would have been a whole lot easier if only "Bob" (or whoever hadn't been there).  Meetings where you weren't able to make a decision -- or didn't make the right decision -- because "Rita" was yet again absent.  And on and on.  Or how about the meeting where a manager shows up instead of the employee with the actual technical knowledge -- to protect their flanks from anticipated heated discussions.  Been there, done that, bought those t-shirts.  And I'm confident that you have as well.


In Knowledge Management one concept that we can and should draw from when considering KM implementation is Nonaka's application of what is referred to as the concept of "Ba" to introduce the concept of a shared space for knowledge creation and sharing.  


Specifically, there is what Nonaka refers to as "Interacting Ba" which overlays onto the "Externalization" cycle portion of Nonaka's "Knowledge Spiral Conversion" model.  Now here's the important and relevant point that needs to be made:  Interacting Ba is about selecting the right people with the right mix of specific knowledge and making sure that they are where that knowledge is needed.  In short, the right knowledge needs to be in THE ROOM.  And that is critical.  


Failure to have that right knowledge "in the room" may well result in making a bad decision.  In that sense then, I suppose that it's "good news" if instead of a bad decision you simply weren't able to make ANY decision because of Bob or Rita or whoever not showing for the meeting.  But you get the point.


So, how does this then connect to Paul English and Kayak?  Allow me to connect the dots.  


If you truly understand both Knowledge Management and Innovation Management, then you would quickly come to terms with the fact that it is simply not relevant whether there are either three or 10 people in a room.  The goal of having the right knowledge available is to improve decision making, for example.  


So no, it's not instead a matter of there not being "three of you smart enough to do this" (from his quote).  It is however a matter of having the right knowledge in the room.  


If that "right" knowledge enters the room with individual #4, that's a good thing.  Or with #5.  And so on.  Practically, yes, I understand limiting the size of meetings as a function of ensuring that you can actually reach a decision (too many cooks and all that).  However, if you find that you have "too many" folks in a meeting, perhaps you're having the WRONG kinds of meetings.  Break it down into smaller chunks, focused on specific areas.  And ensure that you have the RIGHT knowledge that is necessary to effectively make a decision....in the room.


English's approach to try to make all decisions with just three people (or such) as a way to streamline meetings is a misapplication of concepts. He's trying to streamline meetings, and suggests that you cannot reach consensus with for example, 10 in a room.  If they are facing urgent needs to streamline and can't do so with more than three in a room, then it seems to me that they need to learn how to hold the right kind of meetings.  Or at least better meetings.  Or come to terms with the simple fact that innovation doesn't necessarily happen during schedule meetings (which says so much about an organization that believe that they need to schedule a meeting for that).  Or learn how to be better leaders and managers so that they lay the groundwork for building consensus prior to locking themselves into the cathedral while the rest of the organization stares at the chimney for white or black smoke.  You get the idea.


To instead blissfully chide a group about what is effectively, removing knowledge from a room, simply to arbitrarily reduce the number of folks in the room (based on a desire to what, to then reduce the cost of making a bad decision? or based on what, being "bitten" by a meeting with 10 in it somewhere in the past?) is akin to holding your airlines of choice and their ontime arrival goals....to the same standard as a pizza delivery that "must be delivered in 30 minutes or less."  I frankly don't want the pilot of any plane in which I'm a passenger to feel a compelling need to "must" be on the ground in 30 minutes.  If it takes 40 to do it correctly and safely, please, feel free to do so.  Take all the time you need.  Yupper, I'm quite good with that thanks.


That's an example of misapplication of concept -- equating ontime arrivals in the airline industry to ontime pizza delivery.  Not the same concepts, not driven by the same issues, and certainly not going to have the same outcome metrics.


So it seems clear to me that Kayak's leadership lack a fundamental understanding of the value of their organizational knowledge.  And/or at least how to run effective meetings.  If you have "too many people" in the room....consider first before you remove bodies whether there was a decision made BEFORE the meeting regarding the goals of the meeting and what specific knowledge was critical (and who was supposed to bring that).  And then do that managerial thing, those leadership things.


And as an added thought....if I worked for a "big giant head" who seemingly had little better to do than to monitor the number of folks within a meeting...I'd probably be making a reservation to go somewhere else.  Yeah, reservation...that was intentional.

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Michelle Gilstrap's curator insight, August 3, 2013 1:13 PM

Very interesting, makes you understand the process.

Pablo Mayorga Bueno's curator insight, February 14, 12:28 AM

"I just hate design by consensus. It’s very easy to be a critic and say why something won’t work. I don’t want that because new ideas are like these little precious things that can die very easily...” - Mentorship panels are good enough validating innovation from new entrepreneurs?

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.
Curated by Dr. Dan Kirsch

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Dr. Dan's Knowledge Management

Dr. Dan's Knowledge Management | Dr. Dan's Knowledge Management | Scoop.it

Welcome to my Knowledge Management Scoop.it Page!

Dr. Dan Kirsch's insight:

Knowledge Management viewpoints, curations, tips, quotes, implementation guides 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 world's 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;
  • More than 21 years of Knowledge Management experience


If you have an interest in Knowledge Management, you might want to consider joining the Knowledge Management Professional Society (KMPro).


If you find the KM tips and "rules" (implementation guidelines) to be useful, you may find the KMPro Certified Knowledge Manager (CKM) certification workshop to be of interest as the workshop covers these same KM implementation issues (curriculum information).


You might also find my KM blog to be of interest:  Dr. Dan's Daily Dose.

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Dr. Dan's Knowledge Management Quotes - C. West Churchman on Knowledge vs. Collection of Information

Dr. Dan's Knowledge Management Quotes - C. West Churchman on Knowledge vs. Collection of Information | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan: Addressing yet again the value of the knowledge held by the people.

Dr. Dan Kirsch's insight:

"Knowledge resides in the user and not in the collection [of information]. It is how the user reacts to a collection of information that matters."

C. West Churchman

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KM - changing hearts and minds one at a time

KM - changing hearts and minds one at a time | Dr. Dan's Knowledge Management | Scoop.it

It's an old saying; How do you change hearts and minds? One at a time!

Implementing Knowledge Management is a change process - we all recognise this. Implementation involves changing behaviours and attitudes as well as changing workflows and toolkits.
You are tying to change attitudes towards knowledge; from people seeing it as a personal attribute to seeing it as a collective resource, from seeing it as a source of personal power to seeing it as a source of company power, and from seeing it as something acquired in the classrooom to seeing it as something acquired every day through work (see more details on the KM culture shift)

Via Development Policy
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Dr. Dan's Knowledge Management Quotes - Peter Drucker on Confusing Data with Knowledge

Dr. Dan's Knowledge Management Quotes - Peter Drucker on Confusing Data with Knowledge | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Which is exactly why a focus upon Big Data isn't the same as having a Knowledge Management Strategy.

Dr. Dan Kirsch's insight:

"The computer is merely a tool in the process...To put it in editorial terms, knowing how a typewriter works does not make you a writer. Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information."

Peter Drucker

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Back into things!

Back into things and posting again shortly.

Dr. Dan Kirsch's insight:

If you've noticed my absence for awhile it has much to do with having made five moves over the past eight months.  I'm now quite settled in a place I knew little of not all that long ago, and find myself immersed in a culture unfamiliar to me but learning more with each day.  But I hope to be back to posting directly and look forward to sharing with you!

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Why dialogue is so important for Knowledge Management

Why dialogue is so important for Knowledge Management | Dr. Dan's Knowledge Management | Scoop.it
thanks! @LOMBARDI_GLORIA Knowledge transfer is a #social process: you have to engage with other human beings http://t.co/NjTLzxOMFb #esn #km
Dr. Dan Kirsch's insight:
Why is dialogue so important in Knowledge Management? 

"The majority of knowledge within any organization is held in people’s heads. Indeed some would claim that ALL the knowledge is in people’s heads, and that anything which is written down becomes information, rather than knowledge."

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Rémy Ginoux's curator insight, June 7, 7:08 PM

Dialogue and communication is the clue...

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Can't force collaboration - Knowledge Jolt with Jack

Can't force collaboration - Knowledge Jolt with Jack | Dr. Dan's Knowledge Management | Scoop.it
Collaboration is important to buisness, but it isn't the only thing. And it can't be forced by merely rearranging the deck chairs. Peter Vander Auwera gives me incentive to think about these things.
Dr. Dan Kirsch's insight:

Best sound bite:  "Commit to learning from one another as a regular part of how we do things.  No, not a "database", but people.  Sure a database or SocBiz tools can provide pointers to people, but only the people can give you a feel for the experience and watch-outs.  They are the ones that can also ask interesting questions."

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4twenty2's curator insight, June 4, 8:18 AM

Collaboration, both within a company and outside too, perhaps even with your competitors, is an important aspect of business.  Understanding how to build it and work with it is an important part of Global business.

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Surveillance: an important facet of KM The knowledge dilemma - KMWorld Magazine

Surveillance: an important facet of KM The knowledge dilemma
KMWorld Magazine
Organizations find themselves on the horns of a knowledge management dilemma. Capturing emergent information may make some senior managers uncomfortable.
Dr. Dan Kirsch's insight:

Best sound bite: "Traditional knowledge management does not focus on the implicit or emergent information that employees possess. With the economic pressures of today, many organizations want to tap into information that will provide a competitive advantage."

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For $30 monthly, you can play guitar like Martin Taylor (knowledge transfer and capture in action)

For $30 monthly, you can play guitar like Martin Taylor (knowledge transfer and capture in action) | Dr. Dan's Knowledge Management | Scoop.it
VISALIA, California: What if the Internet had been around in the classic rock era, and guitar players could reach out to say, Jimi Hendrix or Duane Allman for tips on how to be better players? Or, jazz fans
Dr. Dan Kirsch's insight:

And the connection to Knowledge Management?  It was this particular sound bite that got my attention: "What the Internet has done is sped everything up. Something that took me 10 years to get to a certain level, now I have students who will get there in about 18 months."


The article discusses how students can now use the internet and associated tools to directly access musicians, and how that then reduces the learning curve -- or from a KM perspective, the rate of knowledge transfer and the ability to capture and utilize knowledge.

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Knoco stories: The creation of Knowledge

Knoco stories: The creation of Knowledge | Dr. Dan's Knowledge Management | Scoop.it
RT @nickknoco: The creation of Knowledge http://t.co/Ibxgeccpau #KM #KMers #knoco
Dr. Dan Kirsch's insight:

Best sound bite:  "The main enemy of receptivity is prior knowledge. As Epictetus said, "you cannot teach someone something they think they already know". This means that if you give people problems they know how to solve, they will not look for additional knowledge, and they will not think outside the box."

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In Loving Memory of Don Kirkpatrick

In Loving Memory of Don Kirkpatrick | Dr. Dan's Knowledge Management | Scoop.it
It is with much sadness but also great joy for his rich, full life that we announce that Don Kirkpatrick passed away last Friday. Read his obituary here.
Dr. Dan Kirsch's insight:

From Don's LinkedIn profile:  "Don Kirkpatrick is the creator of the Kirkpatrick Four Level Evaluation Model, the foremost training evaluation tool in the world."


Don was a major influence in my life and he will be dearly missed by many who knew him, and be everyone in the organizational learning and training communities.

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Knowledge Management and the Energy Sector: Part One

Knowledge Management and the Energy Sector: Part One | Dr. Dan's Knowledge Management | Scoop.it
Problems develop when management teams forget this fact and, instead, treat it as the goal or objective. It isn't. Knowledge Management is a tool that, when implemented properly by management, helps a company to achieve ...
Dr. Dan Kirsch's insight:

Best sound bite:  "Knowledge Management is an enabler; it’s one of the tools in the toolkit.  Problems develop when management teams forget this fact and, instead, treat it as the goal or objective.  It isn’t.  Knowledge Management is a tool that, when implemented properly by management, helps a company to achieve its actual business goals and strategies."

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Applying wikis to knowledge sharing and creation

European Conference on Knowledge Management, Barcelona, 2007 (Full-text paper on: Applying wikis to knowledge sharing and creation http://t.co/Qm2UMqvNGK #KM)...
Dr. Dan Kirsch's insight:

European Conference on Knowledge Management, Barcelona, 2007 (Full-text paper on: Applying wikis to knowledge sharing and creation.

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Knowledge Management - Contributing to the Knowledge Base (KM Humor/Cartoon)

Knowledge Management - Contributing to the Knowledge Base (KM Humor/Cartoon) | Dr. Dan's Knowledge Management | Scoop.it
Dr. Dan Kirsch's insight:

I stumbled upon the work of Grant Brownrigg of Grantland, and having said m-a-n-y times that there isn't a lot of humor in Knowledge Management think that this cartoon is both funny and "spot on" to some of the problems we've all run into during KM implementation!


If you're looking for some KM humor to lighten up your own KM implementation, I recommend that you take a look at Grantland.


And thanks very much to Grant for permission to post his cartoon here!

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Customer knowledge management via social media: the case of Starbucks: Journal of Knowledge Management: Vol 17, No 2

Customer knowledge management via social media: the case of Starbucks: Journal of Knowledge Management: Vol 17, No 2 | Dr. Dan's Knowledge Management | Scoop.it
Knowledge management as an important business strategy http://t.co/efiKEr1821 #UKZN2014
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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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Searching For That KM Unicorn

Searching For That KM Unicorn | Dr. Dan's Knowledge Management | Scoop.it

Sometimes the greatest opportunities in Knowledge Management implementation can be found where nobody recognizes that the organizational environment is not supportive of Knowledge Management.

Dr. Dan Kirsch's insight:

The unicorn.  Talked about, rumored to be nearby, but not seen.  And sometimes finding an organization that not only "gets" the need for KM but also recognizes that the culture also has to be nurtured is a bit like looking for that unicorn.


Here's why this is currently on my mind -- this article on the "Six Signs They're Planning to Replace You" to be taken as warning signs that you're on your way out of your organization.  One of those cited six signs include that "All of a Sudden, Your Knowledge is Valuable."  I "get" the meaning, but would like to suggest that if you're in an organization where they don't already value your knowledge and broadly encourage knowledge sharing on a constant basis...you should already be planning your exit strategy.


Knowledge sharing and demonstrating an understanding of the value of employee knowledge are critical to maintaining an organization's competitive edge.  An organizational environment where it seems like a warning sign when employees are asked to share their knowledge...not so much.

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Learning Doesn't Progress the Way You Think It Does - TIME

Learning Doesn't Progress the Way You Think It Does - TIME | Dr. Dan's Knowledge Management | Scoop.it
KQED
Learning Doesn't Progress the Way You Think It Does
TIME
As we learn, this model assumes, we steadily ascend in our knowledge and skills, leaving more elementary approaches behind.
Dr. Dan Kirsch's insight:

Best sound bite: "But in important ways, the staircase metaphor fails to capture the way cognitive change actually works. Research shows that children (and adults!) employ a variety of strategies to solve problems, not only the one “typical” of their stage of development."

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Knowledge Transfer Myths Continued - Ottavio Group

Knowledge Transfer Myths Continued - Ottavio Group | Dr. Dan's Knowledge Management | Scoop.it
Ron Ottavio answering more Knowledge Transfer Myths we have heard while speaking with business leaders.
Dr. Dan Kirsch's insight:

Best sound bite: "ANY employee’s knowledge, expertise and wisdom from any line of work can be packaged and measurably transferred—so long as the “apprentice” has the proper desire and capacity to learn it."


True that.

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Knoco Insights: Knowledge Capture

Knoco Insights: Knowledge Capture | Dr. Dan's Knowledge Management | Scoop.it
When considering knowledge capture from an expert (a retiring person is a sub set of this) you might wish to put the following three steps in place before moving forward. · The expert is made accountable for the knowledge ...
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Wyrd Con: The Convention That's All About Storytelling - LA Weekly

Wyrd Con: The Convention That's All About Storytelling - LA Weekly | Dr. Dan's Knowledge Management | Scoop.it
LA Weekly
Wyrd Con: The Convention That's All About Storytelling
LA Weekly
The convention organizers are bringing together the experts in a variety of fields to share knowledge with those who want to learn how to tell a good story.
Dr. Dan Kirsch's insight:

Just because story telling is so important to successful KM implementation, knowledge sharing, and knowledge transfer.

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Knoco stories: The five decision points for KM implementation

Knoco stories: The five decision points for KM implementation | Dr. Dan's Knowledge Management | Scoop.it
Dr. Dan Kirsch's insight:

This falls quite a bit in line with my own Five Levels of KM Strategy Maturity!

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Knowledge Transfer Definition - Ottavio Group

Knowledge Transfer Definition - Ottavio Group | Dr. Dan's Knowledge Management | Scoop.it
Ron Ottavio, President - Ottavio Group, gives presents his knowledge transfer definition to a group of financial services industry HR Directors.
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Roads and Transport Authority (RTA) kicks off 3rd Knowledge Fair marked by innovative, smart events

Roads and Transport Authority (RTA) kicks off 3rd Knowledge Fair marked by innovative, smart events | Dr. Dan's Knowledge Management | Scoop.it
Zawya (registration) RTA kicks off 3rd Knowledge Fair marked by innovative, smart events Zawya (registration) The event, which runs through June 5th, encompasses a diverse cast of distinctive activities such as lectures, awareness & cultural...
Dr. Dan Kirsch's insight:

Abdul Mohsen Ibrahim Younes, CEO of RTA Strategy & Corporate Governance Sector, said: "Holding the Knowledge Fair on an annual basis bears reference to the success of the past two editions of the event which has hit the targets set, particularly as the RTA is rolling out a plethora of events & activities of relevance to the promotion of knowledge among employees in order to optimize the use of knowledge resources and support decision-making in a bid to realize the concept of the Learning Organization."

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Dr. Dan's Knowledge Management Quotes - Tom Davenport on KM Strategy

Dr. Dan's Knowledge Management Quotes - Tom Davenport on KM Strategy | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Absent a Knowledge Management strategy, an organization is simply doing stuff.  Doing stuff doesn't mean that you're successfully implementing KM.  Failing to successfully implement KM means that you're not utilizing organizational knowledge to gain competitive advantage.  Failing to gain competitive advantage is bad.  Don't be bad.  Determine your KM strategy.

Dr. Dan Kirsch's insight:

"When an organization decides what principles it agrees upon with respect to knowledge management it can then create detailed approaches and plans based upon these principles."

(Tom Davenport)

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Social computing and knowledge creation

OLKC Conference, Copenhagen, April 2008 (Full text paper on #KM and related concepts - Social computing and knowledge creation http://t.co/OpFOGEIDtH)...
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Joseba Abaitua's curator insight, May 23, 2:39 AM

Social computing and knowledge creation, OLKC Conference, Copenhagen, April 2008 (Full text paper on #KM and related concepts -  http://t.co/OpFOGEIDtH)...