Where Knowledge Management Has Been and Where It Is Going- Part Three

Conversation Matters

In this three part series I‘ve classified the evolving landscape of knowledge management into three categories. The first category is Leveraging Explicit Knowledge and is about capturing documented knowledge and building it into a collection - connecting people to content. The second category is about Leveraging Experiential Knowledge and it gave rise to communities of practice and reflection processes. Leveraging Collective Knowledge.

Why Knowledge Management Didn’t Save General Motors: Addressing Complex Issues By Convening Conversation

Conversation Matters

In the summer of 2009 GM filed for bankruptcy. GM was brought down by a flawed strategy, but an organization’s strategy is clearly a product of the knowledge that exists within its walls. The knowledge existed within GM to develop a more competitive strategy. But between 2000 and 2008 knowledge management did not help GM bring that organizational knowledge together in a way that could have saved it from bankruptcy.


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A-Space (Facebook-like) Is Making a Difference Across the U.S. Intelligence Community

Conversation Matters

This report provides an overview of an exploratory scientific, qualitative study conducted by the Defense Intelligence Agency’s (DIA) Knowledge Laboratory in April- June of 2009. Analysts, faced with a stream of data from a multitude of sources have the task of finding patterns in that data that will be useful to decision makers. It requires creating hypotheses and testing them against the data and interpretations of others.

The Incentive Question or Why People Share Knowledge

Conversation Matters

How do we incentivise people to share their knowledge? The question is asked because when managers look around their organizations they don’t see much knowledge sharing going on. A much more useful question is, “What causes people to be willing to share their knowledge with others?” People Willingly Share Their Knowledge. There is both anecdotal and research data to support that, as human beings, we willingly share what we know.

Study 61

We Learn (When We Listen) When We Talk

Conversation Matters

In these meetings individuals exchange their data, conclusions, reasoning and questions with others. This interesting phenomenon has a number of possible knowledge management implications for me: ? The title is a bit of an exaggeration, but intended to make the point that contrary to common belief, our own articulation of an idea adds to our understanding of that idea.

Assessing Values in Online Technology Part 4

HR Examiner

We’re finishing up the series today in part four with the data from the 90-day study where we racked up 450+ hours watching demos, asking questions, and working to understand the business model and technical approach of 110 companies. Talent Management. Knowledge Management.