CoP Terminology, Greg Reid, Search Patterns, Philadelphia KM Group, MAKE Nominations, Black Swan

  1. Advisory Board
  2. Alliance
  3. Association or Professional Association
  4. Birds of a Feather
  5. Bulletin Board
  6. Club
  7. Circle or Competency Circle
  8. Coalition
  9. Committee or Steering Committee
  10. Consortium
  11. Council
  12. Federation
  13. Fellowship
  14. Forum
  15. Group or Affinity Group or Discussion Group or Working Group
  16. Guild
  17. League
  18. List Serve
  19. Network or Professional Network or Social Network
  20. Order
  21. Organization or Professional Organization
  22. Profession
  23. Society or Professional Society
  24. Task Force
  25. Team
  1. Networks of Excellence (CRS Australia)
  2. Centers of Excellence (various)
  3. Knowledge Networks (ASIC)
  4. Networks of Expertise
  5. Special Interest Groups (various)
  6. Domain Teams (Jacobs Sverdrup Australia)
  7. Professional Forum (US Army CompanyCommand)
  8. Networks (BHP Billiton, Shell Oil US)
  9. Taskforce (e.g., NSW Health Greater Metropolitan Clinical Taskforce that started as a temporary structure and has now become relatively permanent)
  10. Thematic Groups (World Bank)
  11. Tech Clubs (DaimlerChrysler)
  12. Best Practice Replication Networks (Ford)
  13. Community of Interest Network (COIN) (Cap Gemini Ernst and Young)
  14. Practice Forums (legal firm)
  15. Practice Areas (CSIRO)
  • Knowledge (or content) is based on the role that the individual plays in an organization; Customer Service Rep, Manager, Employee, etc. all have different knowledge requirements. It is the job of the KM experts to specifically define this knowledge or content, get it to that person as they play that role, and capture it from that person as they play that role so that it can be reused. We all play multiple roles in an organization; it is the KM leaders’ job to figure out how to get that knowledge to that person as they play their various roles. It’s ALL ABOUT THE ROLE THE PERSON PLAYS.
  • To the above, the value of KM is not derived from the ‘goodness’ of sharing; it is derived from specifically understanding the impact of knowledge, content and information to the intended role. If the value can’t be financially quantified, then it isn’t real, and someone else will get the budget!
  • Content management and knowledge management are simply opposite sides of the same coin. One cannot exist with out the other.
  • Knowledge management includes over 40 technologies, capabilities, approaches and functionalities. A group or organization may only need 5–7 of these be successful. Save resources by not implementing the unnecessary 35.
  • KM is not fuzzy, wishy-washy or touchy-feely. It requires the same diligence and discipline in the design and implementation phases as any other major corporate program, such as CRM and ERP. There is more work than talk in implementing KM.
  • Being a KM leader requires years of experience. Don’t put someone in charge of KM because they are eclectic or they don’t fit anywhere else in the organization.
  • Define, in detail, the KM program without using the following words: Knowledge, sharing, implicit, explicit, spiral, etc. If your mother or father can understand the definition of what you’re trying to accomplish, then you’ve been successful in defining it.
  • Your KM budget: 25% technology; 30% content and knowledge gathering and codification; 20% process definition and set-up; 25% change management.
  • KM consultants are a dime a dozen. Experienced KM consultants who have actually led multiple KM implementations successfully are very, very rare. Know the difference before you hire them. One talks the talk; the other walks the walk, and talks a whole lot less on your billable hour! And don’t hire someone because they took a 5-day class blessing them as ‘KM Certified’ — would you choose your surgeon in this manner?”
  • Best Bets 7 sets
  • Faceted Navigation 16 sets
  • Behavior & Design 3 sets
  • Auto-Suggest 5 sets
  • Clustering 3 sets
  • Structured Results 1 set
  • Pagination 2 sets
  • Advanced Search 2 sets
  • Site Search (Small) 1 set
  • Site Search (Large) 2 sets
  • E-Commerce 2 sets
  • Web Search 4 sets
  • Social Search 3 sets
  • Enterprise 1 set
  • Libraries 3 sets
  • Vertical Search 3 sets
  • Media Search 11 sets
  • Personal 2 sets
  • Local Search 2 sets
  • Mobile Search 3 sets
  • Spime Search 4 sets
  • Date: April 9, 2008
  • Topic: Applying KM System Ownership Across a Medical Affairs Department
  • Presenter: Paul E. Brock, Director, KM, Medical Affairs, Centocor, Inc.
  • Location: DeVry, Chesterbrook
  • Time: Networking 7:45am-8:15, Session, 8:15am-9:45am
  • Larry Prusak: Dr. Taleb has a Ph.D. in math, and has had much success as a trader, mainly in currencies. He is a true original. I have never read a book quite like this one, and neither have you. Not even his first volume, Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets, has quite the panache and bite of this volume. It is full of odd and interesting things, all informed by Taleb’s passionate dislike of most business executives, almost all economists, and many other prognosticators.
  • Mark Schenk: Taleb describes three ailments the human mind suffers when it comes into contact with history (he calls them the ‘triplet of opacity’): The Illusion of Understanding, Retrospective Distortion, Overvaluation of Factual Information.
  • Dave Snowden: Fooled by Randomness was a timely book, well written and useful, but then we got Black Swan which again has good examples but over generalizes its theory.

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

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Stan Garfield

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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