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Knowledge Management Professional Society (KMPro) - KMPro CKM Certification Workshop 2014 Schedule

Knowledge Management Professional Society (KMPro) - KMPro CKM Certification Workshop 2014 Schedule | Dr. Dan's Knowledge Management | Scoop.it
- KMPro CKM Certification Workshop 2014 Schedule
Dr. Dan Kirsch's insight:

For those who have been asking for it, the 2014 CKM certification workshop schedule has been released!

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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 20 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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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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High-tech Knowledge Park needs high-tech marketing - Hilton Head Island Packet

High-tech Knowledge Park needs high-tech marketing - Hilton Head Island Packet | Dr. Dan's Knowledge Management | Scoop.it
High-tech Knowledge Park needs high-tech marketing Hilton Head Island Packet To keep the Knowledge Park focused on its primary goal of economic development and job creation, city officials discussed options with members of the Knowledge Park...
Dr. Dan Kirsch's insight:

Groan....apparently not much more than snagging the term Knowledge to use to make it sound like what it isn't as it appears to be just another office park with community space.  Or else, all you need to create knowledge is "vibrant community, one with fast Internet service, bike paths and green spaces, craft beers and an eclectic music scene."

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Linking Knowledge Management to Content Strategy | Tallyfox

Linking Knowledge Management to Content Strategy | Tallyfox | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  This article, I believe, serves as a good example of not understanding what Knowledge Management and what Content Management both are, as well as the differences between them and their overlaps.


Dr. Dan Kirsch's insight:

Best sound bite for demonstrating that the author clearly lacks an understanding of what Knowledge Management and Content Management are:  "Recently, I've come to realize that knowledge management and content strategy are almost two sides of the same coin. The former is for an internal audience, the latter is for an external audience."


Some mistakenly use the term Knowledge Management when they really mean Content Management (or perhaps even, Document Management).  And I think that it's good to revisit this discussion every couple of years.


Here's a neat definition/explanation of what Content Management is: 

"Content management, or CM, is the set of processes and technologies that support the collection, managing, and publishing of information in any form or medium. When stored and accessed via computers, this information has come to be referred to, simply, as content or, to be precise, digital content. Digital content may take the form of text (such as electronic documents), multimedia files (such as audio or video files), or any other file type that follows a content lifecycle requiring management."


And here's a post by Nick Milton which discusses the overlaps and confusion between CM and KM.


I'll let you pick and choose your own definition of KM, but clearly Content Management is not the other side of the same coin as Knowledge Management, and to suggest that KM is somehow simply or only (collecting, managing and publishing - as a process) and for an internal audience is quite a bit myopic.


When you need KM, you need KM.  Not CM, or DM, or IM.  KM.


Perhaps the question is whether you see that overlap, or do you perhaps see CM, DM, or IM (individually or collectively) as a subset of KM or just connected to the KM picture?

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Dr. Dan's Knowledge Management Quotes -

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

Dr. Dan:  Knowledge development is key to utilization of organizational knowledge to support evidence-based decision-making.

Dr. Dan Kirsch's insight:

"Knowledge Management is the purposeful interventions of knowledge development to realize sufficient knowledge availability at the time and place the organization needs it."

(Larry Prusak)

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21-22- April, Dubai

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Dissatisfaction With IT's Effectiveness Is Growing, McKinsey Research Shows

Dissatisfaction With IT's Effectiveness Is Growing, McKinsey Research Shows | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  My favorite sound bite -- "Executives from the business side are less likely this year to say that IT performs effectively in sharing knowledge."

Dr. Dan Kirsch's insight:

Although this is a bit of a "self-licking ice cream cone" of a study, I find it interesting that while there was concern enough over IT not performing "effectively in sharing knowledge" that 28% of executives believed that replacing IT management was necessary, there apparently wasn't much discussion of what those goals were (meaning, I see a lack of Knowledge Management strategy).


To me though I think that an even bigger issue is that there apparently wasn't any probing amongst executives (or anyone else) as to their understanding of the need for IT to enable "connecting" the people, or the need to facilitate the sharing of the knowledge held by those people.


Instead, what I myself take from these results is that the "sharing knowledge" and responses related to dissatisfaction at the speed of introducing new technologies and the cloud expectations are all indicators that those executives really don't have a Knowledge Management strategy.  You can almost hear the executives scratching their collective heads pondering why knowledge sharing to "create new products" hasn't already and automatically taken place given that they already have shiny IT in place and have put everything imaginable into the database thingie.  They have paid for the IT, so why, oh why, hasn't it delivered?


I would like to know exactly what "knowledge" it was that IT was supposed to have been sharing, and what knowledge has supposedly been previously shared.  What were the knowledge gaps that were identified by those same executives, and how did they plan for the closing of those gaps?  And in what ways was IT planned to facilitate that sharing?  I suspect that what's really being discussed is the sharing of data and information, rather than the sharing of knowledge.  No, wait, scratch that -- what has really happened (here, and elsewhere) is that the executives somehow believed that because they have IT, and that it's filled with Terabytes of stuff, that of course knowledge sharing should be taking place.  Useful sharing of knowledge.  Yup.


My point is that IT doesn't "share knowledge."  IT is a tool that can be utilized to facilitate that sharing, but IT doesn't on its own share knowledge.  People share knowledge.

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How The Digital Oilfield Is Revolutionising The Way Businesses Think

How The Digital Oilfield Is Revolutionising The Way Businesses Think | Dr. Dan's Knowledge Management | Scoop.it
The digital oilfield is the ultimate expression of technological advancement in the oil and gas sector.
Dr. Dan Kirsch's insight:

Tim Haïdar, Editor in Chief, Oil & Gas IQ speaks with Wendy Valot, Global Knowledge Management Specialist at BP about how the digital oilfield is ineluctably changing the way thatoil and gas companies do business.


"As well as delivering optimal data from field to boardroom, the tools available within the digital oilfield framework are also helping the field of knowledge management, where retaining and promulgating industry insight is becoming increasingly important."

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Knowledge Management for Decision Memories

Knowledge Management for Decision Memories | Dr. Dan's Knowledge Management | Scoop.it

Institutional decision memories can describe how and why we, as an organization, chose one course of action over another. But decision memories are often hampered by our tendency to justify decisions after they have been made, and even create elaborate, and often fictional, stories around them. For this reason, it is important to capture decisions as they are being made, not after the fact. Explaining why other decisions were not made, should also be normal practice.


Via Bonnie Hohhof
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Toyota is becoming more efficient by replacing robots with humans - all about the VALUE of Knowledge

Toyota is becoming more efficient by replacing robots with humans - all about the VALUE of Knowledge | Dr. Dan's Knowledge Management | Scoop.it

Toyota is becoming more efficient by replacing robots with humans.
Toyota's latest strategy has two main aspects. First ... “To be the master of the machine, you have to have the knowledge and the skills to teach the machine.” ...

Dr. Dan Kirsch's insight:

This Toyota story is all about the importance of knowledge to the organization, the need to utilize knowledge to produce innovations and increase efficiencies, and the recognition that people, not machines, bring quality to Toyota through their knowledge and experience.


I talk to this in every single training workshop that I conduct -- Toyota's consistency in maintaining high levels of quality is all about how they use their people and how they engage their knowledge.

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Julie Ekner Koch's curator insight, April 8, 8:33 AM

Toyota has been a first-mover for at long time...interesting to see if other companies follow this trend.

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Dr. Dan's Knowledge Management (KM) "Rules" (Rule #25 - Vendors, Vendors Everywhere!)

Dr. Dan's Knowledge Management (KM) "Rules" (Rule #25 - Vendors, Vendors Everywhere!) | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Rule #25 is all about ensuring that your vendors don't shoot your own KM program in the foot.

Dr. Dan Kirsch's insight:

When presented with a "sales pitch" from vendors, selling KM tools or offering KM services, it is important to ask that vendor about their own organization's KM efforts.  I suggest that it's worth taking a moment to ponder the implication of a vendor offering products or services related to or in support of KM when their own company doesn't practice (or encourage) KM.


One example that I can offer off the top of my head is related to a Fortune 500 company's efforts to promote their own KM services within the Governmental sector. The problem was that nearly all of their potential customers were aware that the company itself didn't practice KM.  Nearly all.  The end result was mixed in that many potential customers simply "avoided" that company, but there was more than a few tragic tales to be told from those who weren't forewarned and so saw a tragic end to their organization's interest in moving forward in KM.  Shot themselves in the foot.


It's my own experience that the quality of KM tools and KM services increases when a vendor's company actually believes in, and practices what it sells.

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Can You Give Your Elevator Speech in 15 Seconds?

Can You Give Your Elevator Speech in 15 Seconds? | Dr. Dan's Knowledge Management | Scoop.it
As brand strategists, we often put together complex systems for defining brands with all sorts of diagrams and process, but the truth is the most compelling brands are the ones that can articulate
Dr. Dan Kirsch's insight:

However, in the discussion at the above page, this valid point was also made:

"Perhaps we shouldn't mix elevator speeches with branding messages. Seems like you might be better off learning how to build relationships that'll last longer than 15 seconds so you can spend your time delivering the message." (Joseph Lee)

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Dr. Dan's Knowledge Management Quotes - Alvin Toffler on Knowledge-Based Society

Dr. Dan's Knowledge Management Quotes - Alvin Toffler on Knowledge-Based Society | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  As suggested by Toffler in 1990, knowledge assets are both the inputs and outputs of the knowledge creating activities -- but it seems that all too often organizations fail to understand the value of those assets and the need to create and utilize them to realize their true value.

Dr. Dan Kirsch's insight:

"We are now living in a `knowledge-based society', where knowledge is the source of the highest quality power."

(Alvin Toffler)

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Dr. Dan's Knowledge Management Quotes - Ikujiro Nonaka on Ba

Dr. Dan's Knowledge Management Quotes - Ikujiro Nonaka on Ba | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Learn about Ba, and understand its implication to the organizational knowledge creation processes.  Knowledge creation fosters innovation, and Ba is the place (context) in which the tacit knowledge is converted, and the place (context) that enables the organization to utilize the new knowledge to discover new products, or ways to improve upon existing products, and so on.

Dr. Dan Kirsch's insight:

“Knowledge needs a context to be created.  Contrary to the Cartesian view of knowledge, which emphasises the absolute and context-free nature of knowledge, the knowledge-creating process is necessarily context-specific in terms of who participates and how they participate. Knowledge needs a physical context to be created: `there is no creation without place'.  Ba, (which roughly means `place') offers such a context.”

(Ikujiro Nonaka)

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The Rise of the Chief Data Officer: Leaders Unite in San Francisco this May 22 ... - PR Web (press release)

The Rise of the Chief Data Officer: Leaders Unite in San Francisco this May 22 ... - PR Web (press release) | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Finally!  And on the heels of the rising of the Chief Content Officer, Chief Document Officer, Chief Search Officer, Chief Social Officer, Chief Data Miner, Chief Data Processor and the Chief Telephone Officer.


Dr. Dan Kirsch's insight:

The Chief Data Officer is "responsible for enterprise-wide governance and utilization of information as an asset" (Wikipedia).  But it takes years of experience to know exactly when to pass those "information" assets off to either the Chief Information Officer or the Chief Content Officer, and sometimes an entire career's worth of experience to know when that information becomes useful knowledge and should then be intra-transferred to the Chief Knowledge Officer. 


It is important to note that the role of Chief Data Officer is found primarily in the U.S.

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Information Technology Must Undergo a Makeover in 2014

Information Technology Must Undergo a Makeover in 2014 | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Actually this is an article about NOT changing, and instead doing more of the same -- failing to have a Knowledge Management strategy.

Dr. Dan Kirsch's insight:

This is one of those articles that on the surface sound promising, but in the end was probably worthy of a good 'ole face palm, and here's why.


They define several supposedly specific goals or directions for IT to go to survive current budget cuts.  Sounds good.  The premise is that you avoid cost cuts if you can demonstrate value-added that makes not making the cut worthwhile.  Which also sounds good. 


So the problem then?  Right here -- here is what was presented as one of the main ways (and in fact the lead of the three ways) that IT needs to provide that value-added:


IT needs "to redefine IT's value to the enterprise, including creating the business relationships needed to support innovation and using metrics to measure IT's contribution."


Sounds great, right?  But where the show comes to a stop is in asking the basic question -- what can be gained by putting the cart before the horse?


What I mean by that is that it's rather unclear exactly how IT would "create" any business relationship, much less those needed to support innovation.  I mean, IT is a thingie.  Thingies don't "create" business relationships.  This isn't like Match.com, or such, where IT on its own uses some sort of an algorithm to seemingly on a random basis connect individuals for the purpose of creating some sort of a critical mass that then magically produces innovation.


No, IT doesn't do that.  At least not outside of some sort of magical land.


Instead, what IT CAN do is provide the technological tools which then allow for those who need to connect, to do so.


That happens by having in place a Knowledge Management strategy.  Something that is crafted based upon identification of knowledge gaps within the organization.  IT is a tool which can help facilitate collaboration, make it easier.  But two feet that propel someone to meet and talk with someone else may, just maybe, accomplish the same thing.  IT is a tool.  It is just a tool.  It doesn't create.


Knowledge Management is still all about the people.  The toys are nice, and can be useful as well as fun to use.  But they are tools and having tools doesn't replace having people and making those connections necessary to create and share critical knowledge.


And not having a Knowledge Management strategy will most likely result in another article to be written next year which once again discusses IT budget cuts and the continuing need to somehow, someway, demonstrate value-added contributions.

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Time for a Paradigm Shift: Managing Smarter by Moving from Data and Information to Knowledge and Wisdom in Healthcare Decision-Making

Time for a Paradigm Shift: Managing Smarter by Moving from Data and Information to Knowledge and Wisdom in Healthcare Decision-Making | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Having just posted a KM quote on KM supporting evidenced-based decision-making I wanted to point to this article as a great summary of that application as it is applied to health care.  This article, I believe, speaks to the need to see beyond "big data" to ensure that the right knowledge (not data, not information) is available to support the organizational needs.


Dr. Dan Kirsch's insight:

Best sound bite about the need for having in place a system which supports the KM role in evidenced-based decision-making:

"Senior decision-makers in the Canadian healthcare system have to continuously make significant, and complex, policy and program decisions. However, it appears that, often, the evidence they have available is fairly simple descriptive information, collected for operational purposes. Trying to solve complex problems with fairly simple data may lead to suboptimal decisions. This article presents a new knowledge development system (KDS) that should allow senior decision-makers and others to manage smarter and take their decision-making to the next level."

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Ramona Sakubita's curator insight, April 15, 11:25 AM

Excellent model outlining how KM can support decision-making in practice. As an Information Management professional and KB, this model speaks to how our information gathering processes need to be appropriately planned so that we can more efficiently and effectively synthesize and interpret evidence. Health Information Management professionals  with the view toward analyzing and interpreting evidence may play an increasingly important role in this continuum from data collection to evidence-informed decision making. 

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The Long Tail of Knowledge: Big Data's Impact on Knowledge Management

The Long Tail of Knowledge: Big Data's Impact on Knowledge Management EContent (press release) "One of the keys is making organizations understand that knowledge management technology is available across industries and sizes of organizations, and...
Dr. Dan Kirsch's insight:

A bit of a fluff piece, but best soundbite is:

"The characteristics of big data are really just a magnification of those that we've been dealing with for the past twenty years in knowledge management," Beyer says. "It's not an extra special circumstance apart from normal workflow, and shouldn't be isolated. Knowledge workers are going to have to get used to it."

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Dr. Dan's Knowledge Management Quotes - KM as a Verb (vs. Noun)

Dr. Dan's Knowledge Management Quotes - KM as a Verb (vs. Noun) | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Knowledge is a noun, as is management.  Manage is a verb.  I do think though that this is a bit of the problem in Knowledge Management.  Nobody would question the meaning of "Project Management" or the application of the term as a verb (same for HR Management, Contract Management, and so on).  That's probably because what those are has been better explained, while the message of what KM is often degenerates into some sort of an IT (sounding) explanation (and IT is all about the nouns).  All the more critical to hone your KM elevator speech, to ensure that your organization understands what KM is all about.

Dr. Dan Kirsch's insight:

“Too often, people think of knowledge management as a noun. They’re mistaken: KM is a verb, a way of getting work done.”

(Jeff Angus)

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(Tacit) Knowledge Is Power - strategy+business (blog)

(Tacit) Knowledge Is Power - strategy+business (blog) | Dr. Dan's Knowledge Management | Scoop.it
(Tacit) Knowledge Is Power
strategy+business (blog)
Bottom Line: Companies gain a competitive advantage when different divisions, such as sales and marketing, share non-quantifiable information.
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Keep Calm - Knowledge Management Series: Connect the People

Keep Calm - Knowledge Management Series: Connect the People | Dr. Dan's Knowledge Management | Scoop.it
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Dr. Dan's Knowledge Management Quotes - Tom Stewart on the Essence of KM

Dr. Dan's Knowledge Management Quotes - Tom Stewart on the Essence of KM | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Organizations that recognize how people connect and share knowledge are able to utilize Knowledge Management to gain competitive advantage.  Those organizations that instead focus on the "connections" of Information Technology are, at the end of the day, further away from innovation and competitive advantage than they were when they started the day.

Dr. Dan Kirsch's insight:

“Connection, not collection: That’s the essence of knowledge management.”

(Tom Stewart)

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Knowledge management: Unleash the power - The Lawyer

Knowledge management: Unleash the power - The Lawyer | Dr. Dan's Knowledge Management | Scoop.it
Knowledge management: Unleash the power
The Lawyer
But a growing number of firms are building client-facing structures and systems into their thinking.
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Dr. Dan's Knowledge Management (KM) Tips - KM Toastmasters Group

Dr. Dan's Knowledge Management (KM) Tips - KM Toastmasters Group | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Here's a quick tip for improving your organization's KM message.

Dr. Dan Kirsch's insight:

One important point to keep in mind is the need for your organization to develop a good understanding of what Knowledge Management means to the organization and how it can positively impact organizational performance.  What I'm talking about is the need to be able to explain your organization's approach to those both inside (employees) and outside (stakeholders).  A bit like a coordinated Elevator Speech effort.


One way to improve that message is to practice the delivery of that message -- through what I call a "KM Toastmasters" group, based on some of the same concepts utilized by Toastmasters International (TI).  TI operates clubs worldwide for the purpose of helping members improve their communication, public speaking, and leadership skills.


A "KM Toastmasters" group is an internal group that can be available to speak both internally and externally about KM.  Members of the group work together to develop and critique each others Elevator Speeches.  A good "target audience" might be area universities and colleges who typically welcome guest speakers within for example, business schools.

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Keep Calm - Knowledge Management Series: Assemble the Minions

Keep Calm - Knowledge Management Series:  Assemble the Minions | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  When implementing Knowledge Management it is important to keep in mind that you're going to need lots of help.

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Identifying Critical Knowledge Starts with Good Collaboration

Identifying Critical Knowledge Starts with Good Collaboration | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  APQC's recent interview with Jack Vinson.  But this interview is really more about understanding what goes wrong with a lot of Knowledge Management within organizations.

Dr. Dan Kirsch's insight:

Best sound bite from Jack that you can re-purpose for your own Knowledge Management elevator speech:


My take on that—and one of my big takes about knowledge management in general—is that knowledge management has to be about helping the organization get things done.  It can’t be just about collecting things for “just in case,” or “collecting everything that we could possibly ever think of;” it really has to be “helping us get things done.”


And I very much agree with that thought -- way too much time is spent by organizations that try to find a way to collect that "everything" without regard for any consideration as to why they might even want it.  Kind of reminds me of some conversations that I used to have with organizations as data storage became "cheap" and the belief was that it "cost nothing" for the organization to simply retain everything in the database thingie. 


That same kind of thinking -- that totally misses the mark both on the purpose for "collecting" anything as well as costs to maintain (i.e., if you think that data storage is cheap, just cozy up to the IT budget some dark stormy night for a scary read) -- is the real problem.  No gap analysis to determine what needs to be "collected" and certainly no big picture strategy to ensure that what has been "collected" is actually utilized.


Knowledge Management is NOT about collecting every and anything and finding a way to stuff it into Sharepoint (or whatever tool).  And it's certainly NOT about retaining every and anything on a false hope that it might, one day (in a galaxy far, far away) again be useful.  Knowledge Management is about determining how knowledge can and will help the organization get things done.  How it improves organizational processes; how it shortens decision cycles; how it is integral to risk reduction; how its reutilization saves time and money.  And so on. 


KM is about actually having a strategy, based upon knowledge gap analysis, and then implementing a KM program that supports closing those gaps and fulfilling that strategy.


But perhaps most importantly, successful KM is also about having organizational leadership that understands all of the above.  Sadly, it seems that there is a fundamental lack of understanding by leadership in quite a few organizations.


So, how about your organization?

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Keep Calm - Knowledge Management Series: Building Ba

Keep Calm - Knowledge Management Series: Building Ba | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Does your Knowledge Management Strategy incorporate methods of building and utilizing Ba as part of your organization's knowledge creating processes?

Dr. Dan Kirsch's insight:

“Therefore, the knowledge-creating process is necessarily context-specific in terms of time, space, and relationship with others. Knowledge cannot be created in vacuum, and needs a place where information is given meaning through interpretation to become knowledge. The importance of place in human cognition and action has been discussed by many philosophers.  Plato called a place for a genesis of existence as Chora.  Aristotels called a place for a thing to physically exist as Topos.  Heidegger called a place for human existence as Ort.

Building on the concept that was originally proposed by the Japanese philosopher Kitaro Nishida (1921, 1970), we define ”Ba as a shared context in motion, in which knowledge is shared, created, and utilized.”


“Ba provides the energy, quality, and places to perform the individual knowledge conversions and to move along the knowledge spiral. In other words, Ba is a phenomenological time and space where knowledge, as ‘a stream of meaning’ emerges (Bohm, 1996). New knowledge is created out of existing knowledge through the change of meanings and contexts.”

“Although it is easier to consider Ba as a physical space such as a meeting room, Ba should be understood as a multiple interacting mechanism explaining tendencies for interactions that occur at a specific time and space.


Ba can emerge in individuals, working groups, project teams, informal circles, temporary meetings, virtual space such as e-mail groups, and at the front-line contact with the customer.


Ba is an existential place where participants share their contexts and create new meanings through interactions.


Participants of Ba bring in their own contexts, and through interactions with others and the environment, the contexts of Ba, participants, and the environment change.”

“Ba is a way of organizing that is based on the meaning it creates, rather than a form of organization such as hierarchy or network.
A firm can be viewed as an organic configuration of various BA, where people interact with each other and the environment based on the knowledge they have and the meaning they create.


When we see a firm as an organic configuration of Ba instead of an organizational structure, we can see what kind of knowledge should and can be created, who are the ‘right people’ with embedded knowledge, and what kind of interactions are needed among them to create knowledge without being restricted by the existing organization structure.”


Knowledge Management Research & Practice (2003) 1, 2–10 & 2003 Palgrave Macmillan Ltd. , Nonaka I. & Toyama R., The Knowledge-Creating Theory Revisited: Knowledge Creation as a Synthesizing Process

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