On the surface, social media and knowledge management (KM) seem very similar. Both involve people using technology to access information. Both require individuals to create information intended for sharing. Both profess to support collaboration.
It’s often said that we’re in the midst of the information age, which may help explain why there’s been a surge in infographics in recent years – they make data just that little bit more…palatable. But if you’re more of a spreadsheets kind of person than an artist, this application could be what you’re looking for.
DataAppeal is a Web-based, data-design visualization application that allows users to transform their location-based data into infographics through the creation of 3D and animated maps.
"I'm paraphrasing this a bit, but basically there are two reasons to have KM projects: There is a need within the firm that keeps Partners up at night and KM can solve this issue.There is a need within the firm that KM can solve, even though the issue may not be one that Partners are asking to be fixed. (AKA - Sticking Your Neck Out Projects)
If the project/process/procedures don't fit one of these two reasons, then KM shouldn't be supporting them."
We all know diversity is a good thing right? Yet in practice I’m sure we often find it easier to work with people who are more like us – who share similar customs and beliefs, come from the same educational or professional background, or agree with us on the “big issues”. So if we value diversity – but secretly prefer to stay in our comfort zone – does it matter, and if so what should we do? And what if anything does this have to do with knowledge management?
"Maybe a naive vision, but why don't we give it a try: let us apply the principles and tools of Web 2.0 to rediscover appreciation, to foster a more natural approach of competition and collaboration that will bring us back into balance. Let us create appreciative networks! Networks that are based on the fundamentals that we make a compliment to the people we have learned from."
"There are a number of blogs that offer information and insight on knowledge management. If you are interested in enhancing your ability to manage your knowledge, here are 50 knowledge management blogs that can be of use"
"What makes those findings difficult to understand is that the reports also show that executives are struggling with innovation, and KM is perfectly positioned to respond to the challenge of innovation. If the management of knowledge resources is so important from a strategic perspective, then what could be going wrong?"
The following is a list of 36 knowledge-sharing barriers, based on an academic paper by Andreas Riege (Riege, A. 2005. “Three-dozen knowledge-sharing barriers managers must consider.” Journal of Knowledge Management 9(3): 18-35)
The list gives some indication of the complexity of knowledge sharing as a value-creating organisational activity and is divided into three categories: individual, organisational and technological.
This week, I attended a working group meeting at Johns Hopkins Bloomberg School of Public Health's Center for Communication Programs that focused on knowledge management in the international development sector.
"Over the next four weeks I am going to speaking at KMAsia, K-Net and the European Training Foundation KM Seminar. I thought that I would share with you the core of my discussion; all three talks will revolve around the idea of the ‘future of KM’'."
This is a bit of a marmite infograph for some of the KM people I have spoken to. Some love it, others hate it. I wonder what your thoughts are? The Socialcast blog says 'Knowledge management has become an important and ...
A knowledge management conundrum: how to share secret information. One KM issue that has sat in the back of my mind for some time is how to share information among employees that is classified as secret.
Heenan Blaikie partner Simon Chester is an acknowledged leader in law firm professional responsibility and risk management issues. He recently published an article in Managing Partner Magazine entitled: "Managing Screens," which explores the tension between tightly controlling access to sensitive client (and firm) information and fostering internal sharing, which he characterizes as: "the potential of exploiting collective professional knowledge."
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