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Knowledge is an island. As this island grows, Dartmouth physicist-philosopher Marcelo Gleise says, the border of what we do not know also grows. So the history of knowledge will always be incomplete.
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"Knowledge management (KM) does not have to be a major enterprise effort. But the lack of KM strategy can be a drag on innovation or hamper decision-making in a knowledge intensive organization.
While not perfect, a simple approach to KM may be better than none at all, and preferable to a flawed and expensive enterprise-wide approach. At least this model can be implemented with relative ease and no costly software platforms."
The most important aspect of PKM is that it is personal. In order to stick with a routine over time, people have to find what works for them. "
"The idea that all the knowledge required to conduct business efficiently can be classified and curated within knowledge bases, ECM, SharePoint, CRM, or other central systems of record is fundamentally flawed.
Knowledge can’t be managed. Smart organizations will make Knowledge ubiquitous and relevant; accessible everywhere and in a contextually relevant fashion by every employee and every customer. Knowledge Management is an oxymoron, just like shrimps are never jumbo and a depression is never great! "
Knowledge Management is...? A visual to illustrate the integrated nature of KM activities.
Useful little reminder...
"Social business is a real buzzword, but what does it mean, and will it impact your business or organization? In organizations there is often confusion between terms such as Knowledge Management, Document Management, Social networking or communications (Lync, Yammer etc) and more recently Social Business or Social Collaboration."
Welcome to my world: "Using social collaboration environments effectively requires new habits and behaviours. In the early days many managers and individuals will believe it is a waste of time." Read on
"It’s evident that large businesses are increasingly using crowd-sourcing to brainstorm new ideas and solve thorny business problems in their business practices. Collective intelligence is an emerging business SMARTNESS to overcome business challenges and stretch out company goals.
Interesting how we can design these processes to create optimal ideas and learning...certainly a risk of chaos if not properly managed.
"Social technologies are a catalyst to the practice of knowledge management.
Engaging in an active social network speeds the access to the 3 types of knowledge: (1) Personal knowledge (tacit or experiential), (2) knowledge at rest (consumable knowledge, informational assets) and exponentially expands access to (3) knowledge in motion (knowledge that is processed and exchanged as a result transformed and updated).
As a result, if one has access to social technologies, our access to these types of knowledge increases, the speed at which we can transform that knowledge increases and thusly we are personally transformed faster by it."
"Surely, online interactions can be shallow, but it’s no certainty. I’ve spent over a decade in different online spaces—primarily as a member of various web fora where sub-communities exist—and I cannot say that what I’ve witnessed and experienced was anything less than a human desire to connect with others. Sometimes these online spaces offered, for those who felt lonely or isolated by their interests in their physical environments, a place to belong. In other words, for many people I’ve encountered, these are not places for leading a shallow existence.What can lead to isolation is a lack of both technical skills and an understanding of the social elements of the Web, both of which are required for productive social networks—and Personal Learning Networks (PLNs). It takes time and a level of humility to come to terms with the idea that knowledge is no longer contained solely “in [our] skulls, books, and libraries” and is instead constructed from knowledge distributed across networks and on the Web."
"In my career so far, I have come across a lot of confusion about the terms Knowledge Management, Document Management and now Social Collaboration. Of these the latter is of course the newest, but the other two are still essential disciplines for any organisation to get a grip of if it intends to become smarter, leverage its staff better and unlock the competitive potential it has.
There are many definitions of these terms out there on the internet and in published literature and I am not about to argue with any of them. Suffice to say, that Document Management has been with us since we started scratching stuff on tablets of stone. Knowledge Management is a much more cerebral pursuit where the organisation seeks to control and access the information held in the data their document management system provides them with. Oh, and the social collaboration thing? Well, that’s just Facebook and the likes, isn’t it? No."
"Reputation before brand were words that stuck with me following a Marketing talk. Yet it could be argued that everything is about just that these days. Marketing. This seems to apply to knowledge management too. Despite some solid concepts, value adding approaches and genuine innovation, KM experts aren't getting the plaudits they deserve because of messages that are too long winded or confusing for mainstream audiences.
"An organization that want to mobilizes knowledge, has to provide a platform for assembling knowledge networks as and where needed. To do this we need to change the ‘property rights’ that structure the allocation of resources including human and social capital."
Jane Hart shares her daily PKM routine based on Harold Jarche's PKM framework
"During ancient times in Sri Lanka, Buddhist monks were responsible for education. The “pirivenas” or Buddhist temples were the place youngsters had to go to in order to access knowledge. However some monks were called “guru mushtiyas” and this meant that they hoarded their knowledge and only revealed certain things to the rest in order to not to lose power. They only shared all their knowledge before passing away and this was done to just one person of their choice.
This form of knowledge retention has existed for many years and still permeates many modern societies. The “guru mushtiya” effect is also a problem for organizations here in Sri Lanka, where people still believe that their knowledge is unique and by transferring it to the rest they are most likely to give up their personal competitive advantage."
According to Dion Hinchcliffe, we need to rethink work and reinvent collaboration.
"My hypothesis is that social intranets afford an alternative way to codify what you know, typically via first-person narrative (blogging), story-telling, less formal, less “structured” means of expression (or let’s say less “fielded” in that last bit, as all stories clearly have intricate and meaningful structures). Going back to the principles of KM, these modes of expression are closer to speaking; and as such, help get us closer to “what we know” if we believe that we truly “know more than we say and say more than we write down.”
"There is ongoing discussion about how you demonstrate value from KM activities – e.g.see this LinkedIn thread – but there is nothing new. The content is full of the same problems that have been discussed for decades, the same fuzzy responses, they fail to take into account the wider environment and they are blinkered, failing to see opportunities emerging in other areas of the business.
The time has come for the KM function to grasp the nettle, to think different, to look at new ways to create value and, in doing so, drive a change in thinking when it comes to what KM actually is. The question is, how?
I implore you to think different and to begin the journey by exploring the International Integrated Reporting Framework (theIIRC.org)."
"Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing. Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating learning processes.” - Peter Senge
"From launching a community of practice through to e-learning events to embedding knowledge as part of a response to succession planning, how can you get people sharing knowledge? There are many ways, but we find the following 9-step framework to be highly successful."
Usreful framework to guide knowledge strategy and action.
"Collaboration has been an industry buzz word for as long as I dare to remember. However, despite the hype, collaboration tools have on the whole under-delivered and underperformed. For a majority of users, collaboration platforms are low on usability, high on awkwardness and frequently fragmented."
"In networks, cooperation is more important than collaboration. Collaboration is working together toward a common objective.
This is what most workplaces are focused on. It is also what most managers focus on. Implicit in many workplaces is that if you are not focused on the objective at hand, you are not doing any real work.
This emphasis on collaboration blinds managers. They cannot see the potential of social networks for enabling sense-making and knowledge-sharing. Many managers do not understand the value of cooperation, or sharing freely without direct reciprocity."
" In this article I’ve described how Expertise Sharing and Location can add important dimensions to your organization by applying the combination of tacit and explicit. The key for your organization is toembed social collaboration into the business processes you run and then applying those social interactions to help drive better business outcomes. Expertise Location is just one of many tools to help unlock that potential."
"Communities of practice are a mainstay of very many Knowledge Management Frameworks.The model of widespread communities, sharing knowledge and delivering value, interacting through social media or other collaboration technologies, is well known from companies such as ConocoPhilips, Fluor, Buckman Labs, and many more.Yet such online communities of practice are not always the silver bullet, and there are examples where they may not add much value at all. Here are 4 such examples."
"An interesting blog post here (thanks Barbara Fillip for the notification) got me thinking about the advantages and disadvantages of Just In Time Knowledge.I am a believer in Just In Time Knowledge. I believe that people are not receptive to knowledge, until they actually need it.I believe that knowledge transfer works far more effectively through Pull (where people seek for knowledge when they need it) than Push (where people send out knowledge in the hope that someone might need it).Read more: Knoco stories: Risks and advantages of Just In Time Knowledge http://www.nickmilton.com/2014/01/risks-and-advantages-of-just-in-time.html#ixzz2pn0hOpL8"
"There are 12 elements that limit change or KM capability within an organisation. What are they and how can you go about aligning them? This is the question for the second part of my 2013/14 change capability series, looking at what the future holds for organisations – Part 1 positioned change capability as the core capability for an organisation to focus on in 2014."
"Design thinking is a process of integrative thinking, a process rooted in the ability to examine and exploit opposing ideas and constraints to create solutions"- Tim Brown, IDEO.
According to Brown, designthinking has 3 main attributes: it is
1. human centered
2. collaborative and participatory; and
3. driven by experimentation
The process begins with a single query: “What is the question that we are trying to answer?”
Process for KM!
Similar to The Learn Startup question, "What do we want to learn?" Next is defining measures - "How will we know if we are successful?" A question that we should all ask in KM.
I love the idea of working like a designer with knowledge and learning processes...get inspired.