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People are more willing to share their knowledge and expose their thinking when they have built a trust relationship with others. For example, the United Nations meeting hall is designed in concentric circles to provide a visual representation of what the UN stands for – unity among nations. Connection before Content.
There are plenty of benefits, like having team members in different time zones for around-the-clock operations, gaining insights into new markets, and building more diverse, innovative teams. Its designed to help HR teams, business leaders, and hiring managers get everything in place before bringing in global talent.
One of the really tough nuts to crack in KM has been how to transfer the knowledge of experts to those less skilled. If we are going to crack this nut, we need a better image – a more accurate way to think about how experts create and store the knowledge they use. Let’s turn to a real life example.
Here are a few examples of the kind of knowledge in those 100 manuals. The Army has a many great examples of Generals participating in knowledgemanagement activities, like Major General Michael Oates holding open chats with the troops, and Admiral Stavridis who blogs regularly and participates on Facebook.
As KnowledgeManagement professionals our job is the help organizations leverage their knowledge. Our attention is focused on the knowledge worker and our major task is to devise ways for those knowledge workers to share the knowledge they have gained with their peers.
The team that has learned something writes it up, then the team that needs the lesson reads the report – knowledge transferred, end of story. The fault, if there is one, is the lack of recognition of the complexity involved in transferring knowledge. For example, does this project address some unique issues?
Our hallway conversations have several useful attributes; they remove some of the sense of hierarchy making participants in the conversation more equal; they invite multiple perspectives because anyone who wanders by is invited in; and likewise, people are free to move on if they find the conversation uninteresting.
I’ve just completed a study for a government agency that I want to use here to illustrate how Participatory Action Research works and why it makes a difference when other studies don’t. Sometimes the findings are not credible, or are too abstract – lots of reasons but in the end, all too frequently, the recommendations are never carry out.
We reached out to successful leaders and thought leaders across all industries to glean their insights and predictions about how to create a future that works. As a part of our interview series called “How Employers and Employees are Reworking Work Together,” we had the pleasure to interview Victor Bilgen. So, I had to change paths.
Kessels and Smit (K&S) is a consulting firm that makes use of Collective Sensemaking to continually learn how to be more effective as a company, serve their clients better, help and support each other, and find and engage in interesting client projects. . K&S is managed by Collective Sensemaking.
John Sumser’s next AI report will discuss how predictive accuracy that relied on Machine Learning is now gone because of the coronavirus pandemic and how COVID-19 impacts may bring text analysis forward to help fill some of the gaps. Trump Bans Diversity Training in Federal Agencies Link ». HR Tech Weekly. Episode: 283.
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