Originally posted 13-Jan-21

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Being an effective knowledge management leader requires three sets of specific ABCs: Attributes, Background, and Capabilities; Actions, Behaviors, and Characteristics; and Ambassador, Broker, and Collaborator. This post provides the details for each of these.

A. Attributes, Background, and Capabilities

  • Attributes
  1. Adaptable
  2. Assertive
  3. Calm
  4. Client-focused
  5. Creative
  6. Collaborative
  7. Curious
  8. Dynamic
  9. Influential
  10. Personable
  • Background
  1. Management: Supervised people, led work teams, and managed a business or functional unit.
  2. Project management: Successfully managed projects to meet deadlines, provide deliverables, and adhere to budgets.
  3. Communications: Published documents, gave presentations, and managed communications programs.
  4. 50 Knowledge Management Components: For many of these, performed evaluations, led implementation projects, and used them regularly.
  5. Reputation: Earned the respect of people both inside and outside of the organization, based on accomplishments, networking, and…

Originally posted 07-Jan-21

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The twelfth and final step in the 12 Steps to KM Success is to share achievements and ideas with others, solicit feedback on your KM program, and reuse the proven practices of other programs.

By being active in external communities and conferences, you will be able to learn from others, benefit from a wide variety of perspectives and experiences, and apply good ideas in your program. Paying it forward means helping people with their KM efforts, so that they in turn help others, thus achieving a virtuous circle. This is good for everyone involved.

Relentlessly share what you know and have learned. Publish your experiences, philosophies, and insights. Post your ideas in communities of practice, solicit feedback, ask questions, and reply to the questions and comments of others. Present regularly and invite others to do the same. Compare your efforts to others, incorporate the good ideas of others, and evolve your thinking. …


Originally posted 17-Dec-20

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The eleventh step in the 12 Steps to KM Success has two parts:

  1. Innovate key KM processes and tools to implement the strategy and achieve the vision.
  2. Seek user feedback and continuously implement, improve, and iterate.

The second part was previously covered in KM Programs: Implement, Improve, and Iterate. This post addresses the first part — innovating KM processes and tools.

How to stimulate innovation

  1. Ask communities of practice, both internal and external, for ideas.
  2. Follow good examples from other organizations, such as the Netflix prize, P&G Connect & Develop, IBM Jams, and InnoCentive.
  3. Conduct experiments to test new methods. Use analytics to analyze the results and pick the ones that are most effective. …

Originally published December 12, 2020

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This is the 63rd article in the Profiles in Knowledge series featuring thought leaders in knowledge management. Jane Hart is an independent advisor and consultant who has been helping organizations for over 30 years, based in Greatstone-on-Sea, England. She currently focuses on helping to modernize the Learning & Development (L&D) function in order to support learning more broadly and in more relevant ways in the workplace. Jane is the Founder of the Centre for Learning & Performance Technologies and produces the popular annual Top Tools for Learning list. …


Originally posted 10-Dec-20

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The tenth step in the 12 Steps to KM Success is to select and implement people, process, and technology components using knowledge management specialties such as information architecture, design thinking, user experience, and agile development.

Create implementation plans for key components such as training, communications, and change management.

I have defined 50 components of knowledge management. I will discuss each one in detail in future posts.

People Components

  1. culture and values
  2. knowledge managers
  3. user surveys
  4. social networks
  5. communities
  6. training
  7. documentation
  8. communications
  9. user assistance and knowledge help desk
  10. goals and measurements
  11. incentives and rewards

Process Components

  1. methodologies
  2. creation
  3. capture
  4. reuse
  5. lessons learned
  6. proven practices
  7. collaboration
  8. content…

Originally posted 03-Dec-20

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In the two previous posts (Part 1 and Part 2), I discussed the first four modes of knowledge flow: collection, connection, boundary-spanning, and discovery. This third and final post includes the fifth mode (creation) and provides examples.

Creation: processes for stimulating innovation and facilitating invention

Creating new knowledge is an important goal for most organizations, but it is difficult to enable. By using the other modes of knowledge flow — collection, connection, boundary spanning, and discovery — and adding explicit processes to use these flows to create knowledge, innovation can be stimulated.

Let’s look at an example. In a consulting firm, information about customer projects is captured in a repository (collection). Communities for each type of consulting service are active (connection), and include consultants, partners, contractors, and salespeople from all regions of the world (boundary spanning). Details on the win rate, delivery time, and profitability of each service offering are available in a data warehouse (discovery). …


Originally published November 27, 2020

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This is the 62nd article in the Profiles in Knowledge series featuring thought leaders in knowledge management. Ross Dawson is globally recognized as a leading futurist, keynote speaker, strategy advisor, author, and entrepreneur. He is Chairman of Advanced Human Technologies Group based in Bondi, New South Wales, Australia. I read Ross’s blog when I started blogging in 2006, and commented on his blog in 2007. His writing on Web 2.0, Enterprise 2.0, and social networks impressed me. I met Ross at KM Australia in Sydney in 2010. He interviewed me in October, 2020 on his Virtual Excellence show.

Background


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. …

About

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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