Build engaged audiences through publishing by curation.
Sign up with Facebook
Sign up with Twitter
I don't have a Facebook or a Twitter account
Start a free trial of Scoop.it Business
The “need to know” culture in IT companies today can result in lost opportunities, according to the authors of Business Goes Virtual: Realizing the Value of Collaboration, Social and Virtual Strategies. Here’s an excerpt
Are you sure you want to delete this scoop?
"I want to invite you to try a visualization practice that I sometimes do with my students. Close your eyes for a second and see what image comes to mind when I say the word “knowledge.”
Do you have an image of something inside a brain or filling someone’s head? Or maybe books and computers, all with information on them? Some people might be thinking of teachers or friends that have taught them new information or ways of thinking.
Some people may not even think of individuals, but rather the networks or contexts in which we learn and create.
Each of these visions holds a very different conceptualization about knowledge. I want to invite you to consider that knowledge is not merely about facts and information inside our heads, but mainly about our social networks – and by social networks, I don’t just mean online networks, I mean, the relationships we build – face-to-face or online– with others in our world.
There are four ideas you need to understand in order to see this perspective."
«It's not what you know, it's who you know.»
"Imagine coming back home from work, calling the family into the living room, and urging everyone to collaborate more. Sounds odd, doesn’t it? Ever wondered what makes collaboration seem so natural at home but unnatural at work?
The answer: Purpose. Purpose is collaboration’s most unacknowledged determinant.
While it can be taken for granted within families, that’s not true of most organizations. “If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work but rather, teach them to long for the endless immensity of the sea,” pointed out Antoine de Saint-Exupéry, the French writer and aviator, who wrote The Little Prince. "
I agree on this point. Collaboration is effective only if goals are evident: What problem are we trying to solve together? What can we do to solve this collectively? Of course, there needs to be a time-frame: By when do we have to get this done? What’s at stake if we don’t complete it in time?
Four behaviors of enacting collaboration at work, including acknowledging intended action, and confirming timeframes and changing conditions. What does acting collaboratively mean to you?
"As one views the rapidly evolving landscape of innovation and/or knowledge management, there are terms (some new, some old) being bantered about to describe observed phenomena. The problem is that it is natural to apply meaning to words that have similar but quite different uses. This could be construed as splitting hairs, but I think it is really important to aptly characterize the meaning of words so that we can expand mutual understanding. To that end, this blog post attempts to define the various types of community/groups that work internal and external to the conventional institutional and enterprise environment."
"The quest to effectively share knowledge within a company is one that still appears elusive. How do you keep on top of your competitors’ developments? How do you monitor articles that mention your brand? How do you make sure your teams get the information they need to make decisions and to learn? While we never had more ways to disseminate intelligence and knowledge within companies, it's easy to feel overwhelmed so that we're still often perceiving a lack of communication in the corporate world. Here are easy-to-implement ways to remedy and make the enterprise smarter."
"I’m often asked to explain what a “River Diagram” is, and how they can be used to shape knowledge management strategy, and as a way to help communities share and learn. Geoff Parcell and I wrote a couple of chapters in “No More Consultants”, but some how it’s one of those topics always has me grabbing a sheet of paper, a whiteboard or a napkin to work through the steps in a more visual way.
I’m sure that the guys at Commoncraft will do a great job on it one day…
So for now, in the spirit of vlogging, and with thanks to Geoff for the use of his green screen, here’s a quick YouTube tutorial on “How to Create a River Diagram”."
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."
"After seven years – the unavoidable and symbolic seven years – I have finally given up being a core group member of KM4Dev (Knowledge Management for Development), my favourite community of practice. But I haven’t given up getting involved, far from it. And because KM4Dev is one of the most fabulous examples of communities of practice, all that follows here might bear some useful lessons for your own communities and networks…"
"Last week I had the pleasure of providing my final virtual webinar for the first of the UN’s KM Online blended learning programme. Geoff Parcell and I have taken turns over the past 6 weeks. Last week the focus was on KM Strategy and Implementation, and we had an excellent interactive discussion about different options for implementation.
So with particular thanks to Eric, Harald, Svetlana and Miguel who added some great ideas - here are ten different options for KM Strategy implementation."
"Discussing successful knowledge management within an organization is something near and dear to my heart. It’s an area in which I’ve worked extensively over the years and have learned some key findings. At the end of the discussion, it’s not about which tool or platform you’ve adopted and are using within the organization. That’s 20 percent of the problem. The other 80 percent of the problem is you and your staff."
"We all know by now that there is no "one-size fits all" Knowledge Management framework, and that every organisation needs to tailor their own solution. However KM does come in different flavours, and if we understand those flavours, then we have a bit more guidance for that tailoring job.Here is one way to decide on the flavour of KM that fits your organisational needs, and that is to consider the question ...What Type of Knowledge will be your focus? Knowledge of what?"
"The classic, and most basic, knowledge management process is the After Action Review (AAR). Developed by the Army, this short discussion-based sense-making and knowledge-capture process is a fundamental part of Knowledge Management Frameworks across the globe and across industries.From the development sector to the financial sector to the oil and gas sector, the AAR, with it's 5 questions, is the core tool for reviewing activity, understanding root cause, and determining action.However the AAR is not always the ideal tool. It's structure is based around a review of activity, which is fine when you are in an industry where learning is about Activity and about Practice.It does not work so well for learning about Product."
"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."