This is the 67th article in the Profiles in Knowledge series featuring thought leaders in knowledge management. Heather Hedden designs, creates, and edits taxonomies, thesauri, metadata, and ontologies for indexing and tagging content to support content retrieval, search, and findability. She trains others to create taxonomies and wrote the book The Accidental Taxonomist. I have met Helen at KMWorld.
Social networks are collections of people who are acquainted or connected as friends, business contacts, or colleagues and communicate, collaborate, or help one another as needed.
People establish relationships with other people for friendship, social activities, business development, and career advancement. Another important reason is to share knowledge and learn from each other in order to work more effectively. …
Originally posted 08-Apr-21
Surveys are essential at the start of a KM initiative to ensure that the program meets the needs of the organization. You should also develop processes for soliciting ongoing suggestions, providing feedback, and submitting change requests.
You can use one-time or periodic user surveys and employee satisfaction surveys to determine user preferences, needs, and challenges and to determine how employees view a KM program and its components. Specialized surveys for specific roles such as Community Managers can also be crafted and distributed. …
Knowledge managers are people who spend all or a significant portion of their time leading knowledge management (KM) initiatives, sharing knowledge, and supporting others in sharing their knowledge.
You will need to have at least one knowledge manager to lead the KM initiative. Knowledge management is everyone’s responsibility, not just the work of knowledge managers. But knowledge managers are needed to raise awareness, align knowledge actions with business priorities, promote a knowledge sharing culture, engage senior leadership, manage the infrastructure, and support all knowledge workers.
Knowledge managers know how to use KM tools, how to ask others for help, who…
This is the first in a series of 50 posts promised in Select and Implement People, Process, and Technology KM Components. Culture and values are the way things are done in an organization, and what things are considered to be important and taboo.
The KM 10 Commitments require that your organization embody a culture with core values conducive to knowledge sharing. Identifying the current culture and values of your organization will help you take advantage of those elements conducive to knowledge sharing and address those which are not, with the help of the senior executive’s commitments.
Understanding how people interact…
This is the 66th article in the Profiles in Knowledge series featuring thought leaders in knowledge management. Ron Young is the founder of Knowledge Associates, an international knowledge and innovation management consulting and solutions company based at St Johns Innovation Centre, Cambridge, UK. He has been active in the development of standards for knowledge management, including ISO 30401:2018. Ron presented about his standards activities on the SIKM Leaders Community call on January 19, 2021.
How does the presence, or absence, of trust affect knowledge sharing and the effectiveness of a knowledge management program?
People may be afraid that if they share knowledge, people they don’t trust will misuse it or use it without attribution. Or that if they ask for help, they will be criticized as ignorant or unable to do their job. And they may think that their leaders don’t trust them, and thus might be afraid of being told to stop wasting their time.
Their concerns include:
Incentives don’t have to cost anything to be effective. Just knowing that you have earned the attention, respect, and admiration of others can be very gratifying. And you are more likely to repeat desired behaviors if you know that people will appreciate and recognize you for doing so.
Among the ways to provide non-financial recognition are personal notes from leaders who notice contributions, articles about those who achieve success, success stories posted to web sites, invitations to attend events to talk about personal efforts, scheduling time with senior leaders for exchanges of ideas, and being praised in public forums. …
For the past 20 years, much has been written about the big brain drain, the great shift change, and the aging workforce. No matter what it is called, the issue is that important knowledge is walking out the door of many organizations and will not be returning. This post discusses this problem and what can be done about it.
My previous post defined curation and described what content to curate. In this second post of a two-part series, I will explain how to curate and provide examples of curated content.
Here are ten ways to structure content to optimize findability and usefulness.
1. Blog: Compile useful information, provide original insights, and collect sources from thought leaders.
2. Wiki: Edit pages along with others to maintain a communal repository of knowledge.
3. Search Queries: Regularly conduct internal and external searches on topics of interest to users and in response to queries. …