Originally published November 18, 2022



  • Columbia University — MS, Information and Knowledge Strategy, 2011–2012
  • Rensselaer Polytechnic Institute — PhD, Communication and Rhetoric, 1998–2002
  • University of Pittsburgh — MA, English, 1996–1998
  • Universidad de Costa Rica — M.L., Linguistics, 1994–1996
  • Grinnell College




Incorporación de las tecnologías de información y comunicaciónen la docencia universitaria estatal costarricense: Problemas y soluciones (Incorporation of information and communication technologies in Costa Rican state university teaching: Problems and solutions)

This article analyzes the issues that currently hinder the efforts to integrate Information and Communication Technologies (ICT) into instruction in the Costa Rican state-run higher education system. To address these issues, the article offers a set of solutions that may be used as a basis to improve ongoing ICT integration efforts or as a springboard for ICT integration initiatives. As a conclusion the article poses that the ultimate solution for ICT integration into college teaching involves a change of attitude among university authorities and the opening of wider and more effective discursive spaces to flesh out these issues


  1. Storytelling Chronicle 1: The Experience is the Story
  2. Storytelling Chronicle 2: The Storyverse
  3. Storytelling Chronicle 3: Data…the story
  4. Storytelling Chronicle 4: NASA’s My Best Mistake
  5. Storytelling Chronicle 5: Interview Question # 1
  6. Storytelling Chronicle 6: What Makes a Good Story?
  7. Storytelling Chronicle 7: Organizational EQ
  8. Storytelling Chronicle 8: What can storytelling do for project management?

Articles by Others

  1. Knowledge Services and Storytelling by Guy St. Clair
  2. Building KM Skills: World Vision, U.S. Department of State, and NASWA Discuss Traits for Success by APQC

Employing storytelling as a vehicle for knowledge sharing at KMWorld 2022 by Sydney Blanchard


KMWorld Conference

2022 A102: Storytelling as Strategy: How Narrative Shapes Knowledge

  • Organizations often approach storytelling as a positive and important resource that may be implemented to address complex operational challenges. This perspective usually focuses on the possible benefits narratives may yield and the need to develop resources to support storytelling initiatives. Even though there is an increasing understanding of the power of narratives to capture and share knowledge, there is a wide gap between what we perceive storytelling can do for organizations and the actual mechanisms and practices needed to implement it.
  • Really effective storytelling in organizations must be conceived, developed, and deployed as a strategy that encompasses multiple actors, so resources are coordinated in a framework supporting an institutional vision for knowledge sharing. Johel explained why storytelling is a strategy, what its basic elements are, and what organizations need to do to develop and implement one that supports organizational goals. Drawing on practical examples, case studies and work by various authors, he took attendees on a practical and interactive journey to get ideas to develop their own storytelling strategies.
  • Slides




Knowledge Management and the Practice of Storytelling: The Competencies and Skills Needed for a Successful Implementation

  • Introduction
  • Section I: Conceptual Review
  1. 1. Understanding the Concept of Storytelling
  2. 2. The Practice of Storytelling as Knowledge Management
  3. 3. Literacy, Competencies, and Skills
  • Section II: Competencies and Skills
  1. 4. Rhetorical Competencies and Skills
  2. 5. Performative Competencies and Skills
  3. 6. Ethnographic Competencies and Skills
  • Section III: Assessment and Evaluation
  1. 7. Assessing Storytelling Competencies and Skills
  2. 8. Evaluating the Effectiveness of Storytelling
  • Section IV: Lessons and Takeaways
  1. 9. Lessons Learned
  2. References

Assessment Strategies for Knowledge Organizations with Dean Testa and Denise Bedford

  • Section I: Assessment Fundamentals
  1. 1. Assessment for Organizations
  2. 2. Assessment as a Management Tool
  3. 3. Assessment Models and Methods
  • Section II: Knowledge Management Assessments — Moving Theory to Practice
  1. 4. Assessment Models and Methods for Knowledge Organizations
  2. 5. Assessing Knowledge Management Capabilities
  3. 6. Assessing Knowledge Capital Assets
  4. 7. Assessing Knowledge Capacity of the Business
  • Section III: Knowledge Management Assessments — Taking Action
  1. 8. Designing a Knowledge Assessment Strategy
  2. 9. Communicating Assessment Results
  • Section IV: Sustaining Knowledge Management Assessments
  1. 10. Getting Ready for Governance — Sustaining an Assessment Strategy
  2. 11. Assessment Cultures
  • Appendix A. Developing a Knowledge Assessment Strategy — A Project Plan

Book Chapters

  • A Maturity Model for Storytelling Development in Knowledge Organizations
  1. ECKM 2020 — Proceedings of the 21st European Conference on Knowledge Management
  2. ECKM 2020 21st European Conference on Knowledge Management — page 107
  3. Preview
  • Knowledge Management Education Standards: Developing Practical Guidance — with Denise Bedford, Denise, Alexeis Garcia-Perez, and Marion Georgieff
  1. ECKM 2018 — Proceedings of the 19th European Conference on Knowledge Management
  2. ECKM 2018 19th European Conference on Knowledge Management — page 74
  3. Preview
  • Lifewide, lifelong comprehensive approach to knowledge management education: emerging standards — with Denise Bedford and Marion Georgieff
  1. ECKM 2016 Proceedings — page 62
  2. VINE Journal of Information and Knowledge Management Systems
  3. Preview



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

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