"...top ten favourite “Einstein on KM” quotes, which have been roughly curated into a journey from information to knowledge, through to learning and simplicity, experimentation, failure, curiosity and imagination…
Information is not knowledge.The only source of knowledge is experience.Make everything as simple as possible, but not simpler.If you can’t explain it simply, you don’t understand it well enough.We can’t solve problems by using the same kind of thinking we used when we created them.The only thing that interferes with my learning is my education.Learn from yesterday, live for today, hope for tomorrow. The important thing is not to stop questioning.Knowledge of what is does not open the door directly to what should be.Anyone who has never made a mistake has never tried anything new.The true sign of intelligence is not knowledge but imagination."
"These 10 Destructive KM Myths seem to permeate conversations around the digital KM-sphere. They are not ranked and I am sure you could add to them, but, from my perspective, they need to be put out to pasture.
1. KM is technology
2. KM is about developing tools
3. It’s okay to start with KM and worry about the rationale later
4. Build it and they will come\
5. The SECI and DIKW models are the foundations of the field
6. KM emerged in the 1990′s
7. It’s okay for KMers to manage ‘parts’ in isolation (i.e. lessons learned)
Tales from the Coffeeshop: The pillars of a dishonest society Cyprus Mail IN FRIDAY'S appearance Ttooulis landed several blows, informing his fellow golden oldies on the panel that Vgen's intention to buy 19 per cent of Laiki had created “euphoria...
If you want to find one of the most vague, misunderstood, but critical roles in an enterprise it’s probably in a division called “knowledge management...(RT @MeghanMBiro: The days of knowledge management are over. Design thinking is at the heart of this “nudge” – a focus on not just “improving” the customer experience for the sake of satisfaction, loyalty, and revenue, but to actually influence behavior in a certain way to maximize those returns through often hidden or subtle ways. To go back to our original topic – knowledge management – we’d do better call it knowledge architecture and focus on the design of the ecosystem and processes in which it all happens as one big strategic nudge toward a better world. Not only does knowledge architecture sound better (and not bring up bad memories), it’s also more accurate – it conveys how skills and topics like design, strategic planning, behavior, economics, and psychology all fit into this very strategic role.
"The book's first part looks at KM practices in e-learning and covers techniques and methodologies. The second part contains several case studies looking at applications of KM to e-learning in businesses, government agencies, and universities in the U.S., Canada, Mexico, U.K., and Europe. The book concludes with a summary of future trends by experts at these organizations. This book ties knowledge management (KM) with e-learning as complementary approaches, highlighting the leading and emerging work being accomplished in this space. These chapters explain knowledge capture, retention, transfer, and sharing."
One of the things that surprises the author time and time again is how we think our brains work and how they actually do.
On many occasions the author finds herself convinced that there is a certain way to do things, only to find out that actually that’s the complete wrong way to think about it. For example, she always found it fairly understandable that we can multitask. Well, according to the latest research studies, it’s literally impossible for our brains to handle 2 tasks at the same time.
Recently she came across more of these fascinating experiments and ideas that helped a ton to adjust my workflow towards how our brains actually work (instead of what I thought!).
So here are 10 of the most surprising things our brain does and what we can learn from it.
Jokowi's lesson in meet-the-people politics — Karim Raslan The Malay Mail Online Everywhere, though, South-east Asian leaders are fast discovering that urban voters can be a nightmare to handle: They are distrustful of authority, quick to criticise...
Co-workers are like family. Most of the time, you don’t get to choose them and there will inevitably be people around with whom you naturally clash.
However, at work, how well you relate with others and whether your co-workers like and respect you absolutely affects your ability to get things done.
Fortunately, there’s a new edition of the classic book People Styles at Work by Robert Bolton and Dorothy Grover Bolton that helps us understand the behavioural styles that determine how our co-workers think, make decisions, communicate, manage time and stress, and deal with conflict.
By understanding your own and the people style you’re dealing with, you can establish rapport with someone more easily, become more persuasive, and avoid miscommunication and the possibility of rubbing someone the wrong way.
We'll be thankful to have more information/knowledge. But, for those of us who have already had so much knowledge on human behavior, this article can still serve a purpose: enriching our way of looking.
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