What Good KM Looks Like, Why KM, Midwest KM Symposium, Here Comes Everybody

  • Knowledge Management is NOT Rocket Surgery
  • Have a clear vision aligned with business strategy
  • Communicate the vision and strategy widely
  • Find the pockets of excellence and leverage them
  • Generate some benefits to demonstrate why change is positive
  • Change people’s habits by demonstrating collaboration is better
  • Continue to grow a foundation aligned with business priorities, goals and objectives
  • Embed knowledge principles into everyday business activities
  • Constantly support ownership in the business
  • People naturally collaborate and have extensive global networks
  • Leaders support their teams’ collaboration activities across business and with external parties
  • There is a high level of adaptation and adoption of other’s ideas
  • Sharing behavior is acknowledged and rewarded
  • Tools enable learning before, during and after activities and events
  • Networks and communities are self-sustaining and refresh knowledge as they complete projects and rotate leader and administrative roles
  • Community activities are driven by business needs and deliver benefits, both tangible and intangible
  • Knowledge behaviors are embedded into everyday business processes
  • Intellectual property is defined and made available for others to use
  • Learnings from change programs are captured and reused in, or adapted for, related future projects
  • Information and knowledge is constantly refreshed and easily accessed by appropriate parties
  • Focus on the people, bring them together, get them comfortable with each other and match behaviors
  • Create opportunities for collaboration on activities that deliver value and make their jobs easier
  • Show how the knowledge management activities align with business priorities and generate benefits
  • Build an identity around your knowledge program to get people to feel part of it
  • Communicate widely and often, especially success stories
  • Develop Knowledge Platforms and capabilities in background (Networks, Behaviors, Processes, Tools and Infrastructure)
  • Find senior sponsors and lead facilitators who can transfer ownership and build a self-supporting network
  • Introduce fun and social aspects to your teams
  • How well do you treat your employees? or
  • How much do you allow your knowledge workers to use the four parts of their unique nature — their heart, mind, body and spirit?
  • What is your value proposition for the knowledge worker to use their heart, mind, body and spirit in meaningful ways? and,
  • Are you willing to recognize and reward that contribution? And do your knowledge workers trust you to do so?
  • 9:00–10:30 Sharing breakthrough projects, creative practices, and wild ideas
  • 10:30–11:00 Networking Break
  • 11:00–12:30 Sharing missteps, mistakes, and misperceptions
  • 12:30–1:30 Networking Lunch
  • 1:30–3:00 Deep dive discussion on a topic chosen in advance
  • 3:00–3:30 Networking Break
  • 3:30–5:00 Collaborative peer assist on topics submitted in advance by attendees
  • Cory Doctorow: Clay Shirky’s masterpiece — Clay’s book makes sense of the way that groups are using the Internet. Really good sense. In a treatise that spans all manner of social activity from vigilantism to terrorism, from Flickr to Howard Dean, from blogs to newspapers, Clay unpicks what has made some “social” Internet media into something utterly transformative, while other attempts have fizzled or fallen to griefers and vandals. Clay picks perfect anecdotes to vividly illustrate his points, then shows the larger truth behind them.
  • Russell Davies blogs all dog-eared pages — Here Comes Everybody goes beyond wild-eyed webby boosterism and points out what seems to be different about web-based communities and organization and why it’s different; the good and the bad. With useful and interesting examples, good stories and sticky theories. Very good stuff.
  • Eric Nehrlich’s Review — These newly possible activities are moving us towards the collapse of social structures created by technology limitations. Shirky compares this process to how the invention of the printing press impacted scribes. Suddenly, their expertise in reading and writing went from essential to meaningless. Shirky suggests that those associated with controlling the means to media production are headed for a similar fall.
  • Philip Young’s Review — Shirky has a piercingly sharp eye for the spotting the illuminating case studies — some familiar, some new — and using them to energize wider themes. His basic thesis is simple: “Everywhere you look groups of people are coming together to share with one another, work together, take some kind of public action.” The difference is that today, unlike even ten years ago, technological change means such groups can be form and act in new and powerful ways. Drawing on a wide range of examples Shirky teases out remarkable contrasts with what has been the expected logic, and shows quite how quickly the dynamics of reputation and relationships have changed.




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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