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KM World: User education for

KM World: User education for KM:The problem we won't recognize
The observation that KM is more about people and organizational culture than it is about IT is common currency in our field. That observation is translated into a variety of prescriptive forms

CIO: Northwestern Passes KM Test

CIO: Northwestern Passes KM Test
Collaboration and patience

Gerry McGovern: Knowledge management is

Gerry McGovern: Knowledge management is about desire
The right knowledge can make us all more productive. A professional publishing strategy is a proven way of transferring knowledge. Desire, and not technology, should be the foundation of such a strategy: the desire to create, find and share knowledge.

KM World: From the ICE

KM World: From the ICE Age to contextual collaboration
Over time, many collaborative features

KM Magazine: War Management Knowledge

KM Magazine: War Management
Knowledge management plays a central role in this transformation, which is taking place in all branches of the U.S. armed forces. Paradigm shifts have challenged the military in the decade since the Gulf War. While the private sector talks about the new economy, the defense establishment wrestles with the idea of a revolution in military affairs. As the services deploy everything from portals to handheld wireless devices, they are pursuing the same advantages through knowledge that the private sector seeks.

KM Magazine: Something in Common

KM Magazine: Something in Common
A basic tenet of real estate economics is that once a community is built it begins to deteriorate. The same can happen with a community of practice if it isn

KM World: Knowledge management and

KM World: Knowledge management and peer-to-peer computing: making connections
Knowledge management and peer-to-peer enthusiasts share a common desire to realize the true potential of a networked society. Anyone interested in knowledge management--including knowledge management professionals, IT managers and software vendors--needs to be aware of the innovations that peer-to-peer technology is introducing in the areas such as knowledge sharing, information discovery and collaboration.

KM Magazine: Reinventing HR The

KM Magazine: Reinventing HR
The connection between knowledge management and human resources is slowly growing. However, consultants predict that the future will see a sophisticated and pervasive use of KM techniques in the service of employee recruitment and retention, and the capture and dissemination of tacit knowledge.

KM World: Netting knowledge via

KM World: Netting knowledge via the corporate intranet
Building a usable knowledge database of the human assets of an organization--details about the skills and training of each person in the company and the projects to which they have contributed--is one way that forward-thinking companies are using Web technology.

KM World: The importance of

KM World: The importance of writing badly
David Weinberger: Feeling constrained to write well can impede a Net conversation as well as propel it. Slowing it down may make it more deliberative but it is more likely to make it moribund. More important, a carefully written, flawless posting can imply a fixity of meaning that shunts the conversation from potentially useful courses. Writing hastily, accepting the inevitability of flaws, results in messages that implicitly say that the writer is thinking on her feet, is open to contradiction, is excited about taking the ideas to new places.

KM World: What happens to

KM World: What happens to knowledge workers when the economy heads south?
In economically troubled times, managers must take a second look at the KM policies they are promoting. KM projects will fail if managers ask workers to act contrary to their own long-term best interests. KM is a highly political endeavor because workers lose ownership of the knowledge they share. When workers transfer their expertise to a broader community of practice, they could find their personal standing within an organization diminished. In some businesses, hoarding knowledge is a reliable means of gaining status...

OS Opinion: Knowledge Management Isn’t

OS Opinion: Knowledge Management Isn't Enough
To derive the greatest value from knowledge channeling, organizations must understand the nature of their knowledge-based assets and how they link to other mission-critical assets and goals. Increased realization of knowledge as the core competence, coupled with recent advances in information technology such as intranets, World Wide Web, and portals, has given organizations the ability to channel knowledge to the right people at the right time.

CIO: KM Works Magic for

CIO: KM Works Magic for Ketchum
Every other month, Ketchum runs a promotion such as a raffle to encourage employees to contribute knowledge to the system. A newsletter distributed companywide offers recognition of such things as the document of the month or the most downloaded document. Still, getting people to use myKGN both as a repository and a resource is an ongoing challenge...

JOHO: Post-Modern Knowledge Management: A

JOHO: Post-Modern Knowledge Management: A One-Question Interview
Knowledge management has traditionally suffered from the hubris of modernism: the belief that we can discover ultimate truths and organize the world according to rational principles using clever code. The idea was that we should capture and organize bits of "knowledge" in central databases. The people involved were relevant only as donors to the common ontology or as empty vessels into which knowledge could be poured.

Silicon.com: Knowledge management: It’s about

Silicon.com: Knowledge management: It's about people too
The term 'knowledge management' is outdated and confusing and should be scrapped, according to David Snowden, director of IBM's Institute of Knowledge Management, EMEA... According to Snowden, his analysis is based on a move towards studying culture as an anthropologist, not a consultant. Management consultants go into companies with pre-conceived ideas, argued Snowden, which is why they are unable to understand the knowledge management requirements within that company.

KM World: Teach your staffers

KM World: Teach your staffers well
Canada

KM Magazine: Personal Chemistry Dow

KM Magazine: Personal Chemistry Dow made a conscious decision to use information stewards rather than hope that KM values would grow throughout the company by themselves. "You can hope that things organically emerge in the right direction, or you can say nothing will happen unless you put senior people in these roles to be change agents. That's what we chose to do." -- Dow Chemical's information stewards are the catalysts for sharing across business units.

KM Magazine: Getting the Most

KM Magazine: Getting the Most Out of Getting Together
Given today's array of virtual meeting tools, the old standby of real-time, face-to-face human interaction may seem like an endangered species. Bringing people together can be expensive, in terms of both time and money. But such gatherings often pay off down the line. Sometimes there's just no substitute for the positive impact that a face-to-face meeting can have on successful knowledge sharing--and on the bottom line as well.

KM World: KM and e-learning:

KM World: KM and e-learning: a growing partnership Yes, e-learning saves travel time and is available 24/7, but those often-touted advantages of e-learning miss the point. Enterprises that use e-learning as a part of their training strategy can do things that are just not possible with classroom training. The real value of e-learning lies in its ability to integrate into enterprise business processes and to better leverage intellectual capital. Using e-learning, a company can automate training delivery and offer customized training. New software tools allow knowledge located throughout the enterprise to be more easily captured and distributed as e-learning modules.

osOpinion: E-Learning and Knowledge Management

osOpinion: E-Learning and Knowledge Management at the Crossroads The majority of new employment skills are learned informally through discussions with co-workers, mentoring by managers/supervisors, rummaging through and finding knowledge gems buried in shared directories, e-mail threads and the like. Only about 25 percent of employee skills are learned from formal training methods such as workshops, seminars and synchronous classes.

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