Originally posted 19-Nov-20

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In my previous post, I discussed the first two modes of knowledge flow: collection and connection. This post covers the next two modes: boundary spanning and discovery.

Boundary spanning: bridges across organizational boundaries for enabling knowledge to flow between previously isolated groups

In Building Smart Communities through Network Weaving, Valdis Krebs and June Holley define boundary spanners as “nodes that connect two or more clusters — they act as bridges between groups.” They go on to observe: “When left unmanaged, networks follow two simple, yet powerful driving forces:

  1. Birds of a feather flock together.
  2. Those close by, form a tie.

This results in many small and dense clusters with little or no diversity. Everyone in the cluster knows what everyone else knows and no one knows what is going on in other clusters. …

Originally posted 12-Nov-20

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The ninth step in the 12 Steps to KM Success is to specify the desired modes of knowledge flow. Part of creating and executing a knowledge management program plan is implementing people, process, and technology components that will achieve your Top 3 Objectives.

In order to do so, first think about which types of knowledge flow are needed.

There are five key ways in which the flow of knowledge can be tapped:

  1. Collection: processes and repositories for capturing explicit knowledge. This involves attempting to codify and encapsulate knowledge in writing or some other form of stored data.
  2. Connection: collaboration, communities, and social networks for sharing tacit knowledge. Connecting people allows them to exchange knowledge by communicating with one another. …

Originally posted 05-Nov-20

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In the two previous posts (Part 1, Part 2) in this series, roles, job descriptions, organization structure, and meetings were discussed. This final post covers planning, scheduling, reporting, and decision making.

Processes for creating and updating the plan of record and schedules for implementation, new releases, and reporting

The project leaders are responsible for defining, maintaining, and implementing their portion of the plan of record for their assigned areas of responsibility, and reporting regularly on progress. Based on the results of user surveys; inputs from the KM community; and the details in the Top 3 Objectives, the answers to the 9 Questions, and the KM Strategy, each project leader should select three key projects to lead.

Here are three sets of examples of possible selections. …

Originally posted 29-Oct-20

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In my previous post on defining KM program governance, roles and job descriptions were discussed. This post covers organization structure and meetings.

Composition of program staff, virtual teams, and leader communities

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To manage the KM program, engage the constituents, and ensure alignment with the Top 3 Objectives, the following teams and communities are recommended.

Program Staff: A work team with formal reporting lines. It manages projects, resolves problems, and reports progress. It includes the organization KM leader and the project leaders.

Core Team: A virtual team, by invitation of the organization KM leader. It sets the direction of the organization program, debates issues candidly, and makes decisions. …

Originally posted 22-Oct-20

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The eighth step in the 12 Steps to KM Success is to define governance for your KM program. Please read on for more detail.

Define how the KM program will be governed. This includes:

  1. Roles and job descriptions for KM leaders, project leaders, and knowledge assistants
  2. Composition of program staff, virtual teams, and leader communities
  3. Objectives and schedules for recurring conference calls and meetings
  4. Processes for creating and updating the plan of record and schedules for implementation, new releases, and reporting
  5. Process for decision making

In this first in a series of three posts, roles and job descriptions will be discussed. …

Originally published October 20, 2020

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This is the 61st article in the Profiles in Knowledge series featuring thought leaders in knowledge management. Rachel Happe (pronounced “hoppy”) is a community management thought leader based in Boston. She helps organizations implement emerging technologies to advance their business strategies. Rachel understands how networked communications environments can transform how people work, their productivity, and their personal satisfaction by aligning their passions, skills, and relationships. She co-founded The Community Roundtable to support business leaders developing their community and social business strategies. During her career, Rachel has served in analyst, product management, product marketing. and executive roles. …

Originally posted 15-Oct-20

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The seventh step in the 12 Steps to KM Success is to define compelling use cases with clear advantages over existing alternatives. Don’t talk about driving adoption or rolling out tools. Instead, talk about the clear advantages of using them over existing alternatives.

For example, you can use COLLABORATION as an acronym that includes 13 use cases that are more specific than just asking people to collaborate.

  1. Communicate: Inform the organization about your activities. plans, and progress; interact with colleagues; solicit input, feedback, advice; or relax, refresh, relieve tension, and laugh
  2. Obtain: Gain assistance from others, find out what others are doing, retrieve information, or receive answers to…

Originally posted 08-Oct-20

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My two previous posts (Part 1 and Part 2) detailed the ten types of KM strategies. This third and final post in the series provides examples of how to apply these strategies.


Here are examples of possible KM strategies for three different types of organizations. Typically, not all ten types of strategies will be used, but these examples illustrate what might be considered.

1. Non-Profit Organization

  • Top 3 Objectives
  1. Lower costs by preventing people from reinventing the wheel all the time.
  2. Eliminate deficits caused by repeating the same mistakes.
  3. Increase contributions by innovating and creating new capabilities.
  • KM Strategy
  1. Motivate: provide incentives for sharing and reusing proven practices. …

The third title in the Knowledge Services Series

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My third book as sole author was published on September 7, 2020 and is available in multiple formats. My first two books, and other books in which I contributed a chapter, are also available. And you can visit my Amazon author page.




Ross Dawson’s Virtual Excellence Episode 21: Excellence in Community Management

Table of Contents

  • Preface
  • Chapter 1: Vision and Benefits for Communities and Knowledge Services
  • Chapter 2: Ten Principles for Communities
  • Chapter 3: Creating, Building, and Sustaining Communities
  • Chapter 4: Types of…

Originally posted 01-Oct-20

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In the previous post, the first five types of KM strategies were discussed. This post covers the remaining five types.

6. Disseminate

Even if captured knowledge has been analyzed and codified, it will not be of value unless potential users are aware of its availability. Thus, its existence must be disseminated, both widely to inform all potential users and narrowly to inform targeted consumers.

A variety of communications vehicles should be used to distribute knowledge. Newsletters, web sites, and email messages can be used to spread awareness. Blogs, wikis, podcasts, and videos can be visited online or subscribed to. …


Stan Garfield

Knowledge Management Author and Speaker, Founder of SIKM Leaders Community, Community Evangelist, Knowledge Manager https://sites.google.com/site/stangarfield/

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