Background

Experience

  • Association of Research Libraries (ARL), Executive Director, 2018-Present
  • New York Public Library, Chief Library Officer, 2013–2016
  • Harvard University, Senior Associate Provost for the Harvard Library, 2011–2013
  • Harvard Business School, Executive Director, Knowledge and Library Services, 2004–2011
  • Microsoft Corporation, Director, Knowledge Network Group, 1998–2004
  • Digital Equipment Corporation (DEC), Corporate Library Group Manager, 1995–1998

Education

  • Louisiana State University, Master of Library Science
  • University of Alberta, Bachelor of Arts in Social Psychology and Classics

Profiles

  1. Make sense of complex organizations and relationships
  2. Align organizations for knowledge creation, management and transfer
  3. Enable knowledge sharing, capture, and learning in person-to-person and group-to-group networks
  4. Design processes and systems that access and manage large amounts of content
  5. Design buildable technology solutions to support organizational capabilities.

Content

Articles

Sense-Making — AOK October 2006 Star Series Dialogue

  1. Social context, i.e., the actual, implied or imagined presence of others.
  2. Personal identity, i.e. ,a person’s sense of who he or she is in a given setting: what threats to this sense of self the setting contains: and what is available to enhance.
  3. Retrospect, i.e., the perceived world is actually a past world in the sense that things are visualized and seen before they are conceptualized.
  4. Salient clues, i.e., the resourcefulness with which people elaborate tiny indicators into full-blown stories, typically a self-fulfilling prophecy or application of the documentary method (he sees this as key to what sense-making is all about)
  5. Ongoing projects, i.e., sense-making is constrained by the speed with which events flow into the past and events become outdated.
  6. Plausibility, i.e., coherence, how events hang together.
  7. Enactment, i.e., action to gain some sense of what one is up against by asking questions, making declarations, through prototypes, through probes to see how something reacts.
  1. People concerned with identity in the social context of other actors engage in ongoing events from which they extract cues and make plausible sense retrospectively while enacting more or less order into the ongoing events.
  2. People enact a “recipe” “How can I know what I think or feel until I see what I say and do?”
  1. What in your situation is stopping you from moving forward?
  2. What questions or confusions do you have?
  3. What kind of help do you hope to get?

Building Blocks for Knowledge Management at Digital Equipment Corporation: The WebLibrary in Information Outlook, Vol. 1, No. 6, June 1997, pages 39–42

  1. Knowledge management is expensive.
  2. Effective management of knowledge requires hybrid solutions of people and technology.
  3. Knowledge management is highly political.
  4. Knowledge management requires knowledge managers.
  5. Knowledge management benefits more from maps than from models, more from markets than from hierarchies.
  6. Sharing and using knowledge are often unnatural acts.
  7. Knowledge management means improving knowledge work processes.
  8. Knowledge access is only the beginning.
  9. Knowledge management never ends.
  10. Knowledge management requires a knowledge contract.
  • Knowledge management requires knowledge managers.
  • Effective management of knowledge requires hybrid solutions of people and technology.
  • Knowledge management is highly political.
  • Sharing and using knowledge are often unnatural acts.
  • Knowledge Management requires a knowledge contract.
  • Knowledge management is expensive.
  • Knowledge management means improving knowledge work processes.
  • Knowledge management benefits more from maps than from models, more from markets than from hierarchies.
  • Knowledge access is only the beginning.
  • Knowledge management never ends.

Articles by Others

Presentations

Information Today

  1. Workshop 1: Tying Information & Knowledge Together: Successful Strategies
  2. Session D103: Setting Context: Personas, Archetypes, and Organizational Engagement — Understanding User Requirements for the Enterprise Information Portal
  3. Intranet Professional’s Intranet Resources: CyberTour

KMWorld & Intranets

  • 2003
  1. Preconference Workshop 2: Intranet Professionals Academy
  2. Session D301: Inside the Microsoft Intranet: Partnerships Across the Enterprise with Mark Davies
  • 2005
  1. Session B303: Sharing Critical Knowledge: Healthcare Lessons
  2. Session E102: Governance Do’s and Don’ts
  3. Session F101: Implementing New Technologies — Lessons on Adoption from the Field — with Deb Wallace

Computers in Libraries

The Gilbane Conference on Content Management Technologies 2004

  • CM-1: Planning for & Evaluating CMSes — How to Get Started
  • KM-2: Collaboration and Knowledge Management Best Practices

Videos

Books

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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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