The books which have had the most influence on me are those with the following attributes:
- Well written. They must be clear, concise and articulate, and contain a minimum of jargon;
- Logical. The arguments should be well-formulated and appeal to logical thinking;
- Iconoclastic. The authors must be willing to stake out new or unpopular positions and not conform to existing thinking, trends and fads.
For KM University, I selected a baker’s dozen books which stood out from the many others that I have read. Not all of them are strictly KM, but they have all influenced my thinking and the way that I approach KM.
Open Value Networks Resources (Click on the links across the top: How-to Guides, Case Studies, Articles, Applications, Tools, Resources, Community, Site Map)
This is a public resource of open content and external links contributed by the members of a growing value network analysis community. Here you will find documents, presentations, downloadable open applications and other tools, videos and more — about value network analysis and complementary approaches.
From Verna Allee:
“Value network analysis is generating a lot of interest right now and, and this is an open resource site to explore the topic and methods. It has several modules and a basic application from my own field book, enough for people to really explore what it is about and even try out the modeling method. However, it really is a community site and other practitioners are responsible for screening case studies and articles for it. We will also be linking to other sites and blogs that regularly address value network topics even if they use a different term for it, such as John Hagel’s and Ross Dawson’s blogs since they are both focused on business networks.”
Q: Since I am passionate about KM and recently joined the KM core team of a large company after completing my MBA, I want to build my career further. What advice can you provide?
A: Try to work in as many different roles as you can in your company so that you will experience first-hand the needs of employees. Learn as much as you can about your company, including who does what, where to find information, and the ways things get done. Join communities, subscribe to newsletters, attend seminars and conference calls, and visit web sites. Outside of your company, attend seminars and conferences, read books, subscribe to periodicals, visit blogs and web sites, and participate in online communities.
Look for needs that are not currently met in your company, and try to develop ways to meet these needs using people, process, or technology. Help others who are looking for information, trying to figure out how to use tools, or who are seeking others. Introduce people to one another, invite them to join communities, and pass along items of interest which you encounter.
One of the roles of a knowledge manager is subscribing to many information sources, belonging to many communities, and reading many publications, always looking out for what may be useful to others in the organization. Good knowledge managers are part connector, part maven, and part salesman, to use Malcolm Gladwell’s terms from “The Tipping Point.” They know how to use KM tools, how to ask others for help, who should be connected to whom, who would benefit from a piece of information, and how to persuade others to use information effectively.
Q: What other skill sets and competencies will make my career development?
- Project management
- Experience in many of the following areas: collaboration, communities of practice, best practices, reporting, help desks, searching, social networking, taxonomy, management of change, content management, measurements and rewards, reporting, expertise location and management
- Respected in the organization
- Flexible and adaptable
- Dynamic and assertive
- Eager to be of help to users
- Initiative: Shows drive and resilience to achieve challenging objectives
- Creative: Develops innovative approaches to problem solving
- Calm and collected: Maintains a high level of performance even when under pressure
- Intellectually curious: Actively keeps abreast of developments in the field
- Client Orientation: Understands clients’ needs and concerns, responds promptly and effectively to client needs
- Drive for Results: Makes things happen, balances analysis with action, sets high standards, commits to organizational goals
- Teamwork: Collaborates with others across boundaries, acknowledges others’ contributions, works effectively with individuals of different backgrounds, willing to seek help as needed
- Influencing and resolving differences across organizational boundaries: Gains support and commitment from others even without formal authority, resolves differences by determining needs and forging solutions that benefit all parties, promotes collaboration and facilitates teamwork across organizational boundaries
- Learning and knowledge sharing: Open to new ideas, shares own knowledge, applies knowledge in daily work, builds partnerships for learning and knowledge sharing
- Excellent communication skills
- Able to quickly learn about tools and processes
- Experience in using many of the following technologies: threaded discussion forums, collaborative team spaces, knowledge repositories, search tools, the Internet, intranets, wikis, blogs, RSS, podcasts
- Strong analytical and decision-making skills