Top 50 KM Components, KPIs, Knowledge Sharing Policy, Basic Guide to KM, Everyday Leadership
KM Question of the Week
My colleague Tara Pangakis of HP posted this comment in response to last week’s Resource Survey: “One question I’m asking quite a bit lately of the set of people I collaborate with is ‘how do you define knowledge resource?’ Establishing that basic vocabulary can be enlightening in interpreting the rest of the great questions you cite!”
The Resource Survey should start with a complete list of knowledge resources currently available in an organization. But the first question in the survey is: “Are there other valuable knowledge resources you use frequently? If so, what are they?” This allows users to answer Tara’s question by specifying actual resources, rather than trying to define them in the abstract.
Here is a list of knowledge resources which can be used to choose the ones most relevant to an organization for a survey. Not all of these are always relevant, and there may be others offered in response to the first question, but this list of the Top 50 KM Components provides one set of definitions. Examples of each component are available in my KMWorld slides.
KM Blog of the Week
Here are two excellent documents Patrick recently posted on his blog.
I’ve always been wary of KPIs in knowledge management, because they appeal to a tangible measurement mindset that is easily distracted from the intangible and hard-to-pin down outcomes of KM efforts. I can’t tell you how may implementations I’ve seen where the measurements are diligently gathered and presented as tokens of success (number of documents, number of contributions, number of sharing sessions) when behind the metrics facade, the KM culture and rich sharing habits are as dead as a doornail.
But KPIs, used intelligently alongside “softer” evaluation techniques, do enable you to monitor progress and health in relation to your expectations as you move along your KM journey. And changes or spikes in activity or output trends can signal a need to investigate deeper. So if you take the KPIs with a big pinch of salt and remember you always have to interpret them, they can be a perfectly legitimate tool. So I sat down and wrote this guide to using KPIs.
The paper is in three sections: the first sets out some guidelines for how to use KPIs smartly. The second section gives ideas for sample sets of KPIs covering KM activities and tools as diverse as communities of practice, KM roles, and use of wikis and blogs. The third section is a template for drawing up your own sets of KPIs.
The contents of this document cover all the main principles and guidelines for effective sharing (I think), but I’m hoping you, the readers will give feedback and point out any factors I’ve missed.
KM Link of the Week
- What is knowledge management (KM)?
- What constitutes intellectual or knowledge-based assets?
- Besides using technology, how else can tacit knowledge be transferred?
- What benefits can companies expect from KM?
- How can I sell a KM project in my organization?
- How can I demonstrate the value of a KM initiative?
- Is there a best way to approach KM?
- What are the challenges of KM?
- How can I gain support for my KM effort and get people to use the systems and processes we’re putting in place to facilitate KM?
- Who should lead KM efforts?
- What technologies can support KM?
- What is social network analysis (SNA) and how is it related to KM?
KM Book of the Week
I attended the monthly Positive Link Session held by the Center for Positive Organizations at the Stephen M. Ross School of Business at the University of Michigan in Ann Arbor. The speaker was Dan Mulhern, and his leadership message applies not only to business, but also to families, teams, and government. I liked his emphasis on telling stories, so I feature his book this week.
A down-to-earth, behind-the scenes account that goes beyond the usual self-improvement book to put a human face on the role of leadership in our lives
Review by Thomas E. Nugent: “Most of us don’t tell enough stories” Dan says on page 46, and then continues to tell story after story that call out the ideas, and more importantly the values, that leaders leverage to move themselves and their organizations forward.
Offers strategies to improve leadership skills, improve results, and gain greater satisfaction. This book is about that intersection in the lives of human leaders, and presents stories that illuminate some of the best ideas about real human leadership.
Everyday Leadership offers strategies to improve leadership skills, achieve results, and gain greater satisfaction in these hectic times. It speaks to the everyday leader, whether that person is a principal, pastor, parent, or CEO.
Daniel Granholm Mulhern brings the art of management down to earth, presenting stories that illuminate some of the best ideas about real human leadership. He offers practical steps to achieve the goal of leading well in our lives through creating a vision, communicating that vision, and living it in simple yet powerful ways.
Daniel Granholm Mulhern is the “First Gentleman” of the State of Michigan and an accomplished consultant, business coach, and motivational speaker. In addition to the personal support and counsel he offers his wife, Governor Jennifer Mulhern Granholm, Dan contributes his professional expertise, spearheading the effort to make Michigan’s state government a model for the nation as a “great place to do great work!” Dan also chairs the Michigan Community Service Commission, which promotes and coordinates volunteer efforts across the state.
- Start with a Vision 10
- Communication, Communication, Communication 32
- Motivation 56
- Get Yourself Together 78
- Do the Right Thing 96
- Authority 121
- Inclusion 145
- Ego and Team 172