Tags // Knowledge Management
KM in ActionI experienced grassroots KM in action when I visited Hong Kong last week. I got into a taxi and asked to be taken to the Peak Tram station, from where I planned to take the tram to the picturesque Victoria Peak. Knowing that most taxi drivers in Hong Kong don't understand English, I was getting prepared to show this one the map when he thrust his mobile phone towards me: he had called one of his English speaking friends to take directions from me. Now I don't know if this person was a friend or an operator from a service offered in Hong Kong, but whatever the case, it was beautiful and memorable evidence of KM in action: the mobile phone was used in context to connect to a knowledge resource to solve a problem just in time.
KM World: Personal Toolkit: Three thousand communities of practice
A case for personal KM: "Today there are many different definitions of personal knowledge management. But for me, the accusation that personal knowledge management is somehow antisocial or discounts the importance of collaborative learning and innovation is entirely inappropriate. The whole point is that collaborative work requires more of the individual
Denham Grey: KM & e-LearningDenham Grey: KM & e-Learning
"Distance learning (DL) tools that support interactivity, feedback, annotation and communication between people (many to many) come closest to KM in my opinion." I find it more useful to relate both DL and KM as targeting the formal (in the box) and informal (in the air) knowledge requirements in companies. Sometimes companies just want to distill and encapsulate all of their important learning points in the form of a DL course, more for the satisfaction of knowing that their hard earned learning is not just out there, but rather in a box, which is always at mind's reach. To such companies, the interactivity, feedback, annotation, and communication are "out there" and thus out of mind's reach. I have a tough time trying to persuade companies to see their "knowledge blanket" needs when all they want are some "learning islands".
Denham Grey: KM strategy is easy!Denham Grey: KM strategy is easy!
- Do we really recognize and value knowledge creation (innovation)?
- Do we reward learning (even when it comes from failure?)
- Do we match quality talent with quality ideas even when they are not our own?
- Do we cultivate relationships and show empathy for intellectual diversity?
- Do we encourage deep dialog and creative abrasion
- Can we discover, share and use key business rules
Headshift: KM Europe 2003Headshift: KM Europe 2003
In-depth writeup on KM Europe 2003. Apart from notes on the key presentations (Dave Snowden Verna Allee, Sam Marshalll, etc.) there are also links to downloadable conference presentations and other articles on the web.
Emerald Fulltext: Journal of Knowledge ManagementEmerald Fulltext: Journal of Knowledge Management
All issues for free for this week only.
elearningpost: Notes from KM Asia 2003elearningpost: Notes from KM Asia 2003
The KM Asia 2003 conference was held in Singapore on 4-6 November. Thanks to the Ark Group, the conference organizers, I got a press pass to attend the conference. Here are my notes on the conference.
Keith De La Rue: The Ivory TowerKeith De La Rue: The Ivory Tower
Conference: KM Asia 2003Conference: KM Asia 2003 The KM Asia Conference 2003 will be held in Singapore from November 4-6. Apart from keynotes by the likes of Tom Stewart and Tom Davenport, the conference includes in-depth workshops by David Gurteen and others. I'll be attending the first two days of the conference, and will be more than glad to meetup with elearningpost readers at the conference. Do drop me an email at maish-at-elearningpost.com if you would like to meet.
Information Week: Growing With Knowledge ManagementInformation Week: Growing With Knowledge Management
"Small and midsize businesses should begin developing a knowledge-management solution by introducing collaborative systems that help employees take advantage of one another's expertise. At a minimum, a knowledge-management solution for small and midsize businesses should incorporate collaboration, content-management, and search technologies. For medium-sized or more technologically savvy businesses, an advanced knowledge-management solution that uses both tacit and explicit knowledge boils down to six core areas: entry points, collaboration, document management, taxonomy and workflow, search, and expertise location."
Vanguard Conferences: Knowledge Management Comes of AgeVanguard Conferences: Knowledge Management Comes of Age
This conference link comes from David Weinberger (he's got some nice comments under [Vanguard] headings). Went and checked the conference site and found some presentation papers online. Probing further, I found another set of papers relating to a previous conference on Interaction and Design. Enjoy!
KM Magazine: The ‘‘Other’’ KnowledgeKM Magazine: The ''Other'' Knowledge
"I very rarely ever think in words at all," replied Albert Einstein when asked how he comes up with his ideas. This is a universal truth. We all, at least initially, think in images and symbols contained in our unconscious. Later, we use language to approximate these perceptions, at which time they become concepts, or to put it slightly differently, interpretations of perceptions.
Step Two: Knowledge management for front-line staffStep Two: Knowledge management for front-line staff
"Knowledge management is an approach that can benefit all staff within an organisation, from senior management, to front-line staff, and out into the field. This article looks at the way front-line staff operate, and how knowledge management can be used to meet their needs."
Destination CRM: What Knowledge Management Isn’tDestination CRM: What Knowledge Management Isn't
A catchy title, but the article is really about what KM is. And therefore we have yet another summary on current trends.
"When you put all this together--acquiring, retrieving, adapting--it becomes clear that through knowledge management, support organizations can answer questions and resolve problems using, reusing, and adding to, information that exists all over the company, which in turn improves the bottom line."
KM World: The truth of weblogsKM World: The truth of weblogs
"Weblogging as a persistent conversation provides a balance of views with the same self-correction mechanism that's built into conversation itself. There is still a risk that wrong information can be put forward, but objectivity never escapes that risk entirely either. And the intersubjectivity of weblogging has some benefits that have to be weighed against the risk: It encourages innovative thinking, it shoots down bad ideas quickly, and it allows natural talents to surface and flourish."
IBM: TacklingIBM: Tackling
KM Magazine: KM and the social networkKM Magazine: KM and the social network
Social Network Analysis provides a view into the network of relationships that gives knowledge managers leverage to:
- Improve the flow of knowledge and information;
- Acknowledge the thought leaders and key information brokers (and bottlenecks);
- Target opportunities where increased knowledge flow will have the most impact on your bottom line.
KM World: Knowledge NewspeakKM World: Knowledge Newspeak
"Getting the balance between clarity and ambiguity right is essential for a KM system. Being ambiguous where clarity is required can be dangerous as well as wasteful. But being clear where ambiguity is requisite kills creativity and, in many instances, is motivated by a fear of losing control..."
ISKME: Knowledge Management in Education: Defining the LandscapeISKME: Knowledge Management in Education: Defining the Landscape
"This monograph describes the opportunities and challenges faced by those working to improve the use and sharing of information in education through practices that have come to be known as knowledge management."
Intranet Journal: KM and Intranets: Putting People FirstIntranet Journal: KM and Intranets: Putting People First
"Experience shows that employees use an intranet primarily because it is of substantial benefit to them and helps them perform their jobs better, not because of its sheer availability or a company-dictated policy... Success depends on an ongoing process that has as much to do with people management as it does with the availability of an appropriate information-technology infrastructure."