Working Knowledge; Chris Riemer on KM; 10 Guidelines for Push Communications
Working Knowledge: How Organizations Manage What They Know — by Thomas H. Davenport and Laurence Prusak
The definitive primer on knowledge management, this book will establish the enduring vocabulary and concepts and serve as the hands-on resource of choice for fast companies that recognize knowledge as the only sustainable source of competitive advantage. Drawing on their work with more than 30 knowledge-rich firms, the authors — experienced consultants with a track record of success — examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate knowledge into market value. They consider such questions as: What key cultural and behavioral issues must managers address to use knowledge effectively?; What are the best ways to incorporate technology into knowledge work?; What does a successful knowledge project look like — and how do you know when it has succeeded? In the end, say the authors, the human qualities of knowledge — experience, intuition, and beliefs — are the most valuable and the most difficult to manage. Applying the insights of Working Knowledge is every manager’s first step on that rewarding road to long-term success.
Table of Contents
- Chapter 1 — What Do We Talk about When We Talk about Knowledge
- Chapter 2 — The Promise and Challenge of Knowledge Markets
- Chapter 3 — Knowledge Generation
- Chapter 4 — Knowledge Codification and Coordination
- Chapter 5 — Knowledge Transfer
- Chapter 6 — Knowledge Roles and Skills
- Chapter 7 — Technologies for Knowledge Management
- Chapter 8 — Knowledge Management Projects in Practice
- Chapter 9 — The Pragmatics of Knowledge Management
Thoughts on KM from Chris Riemer:
This was the first interesting thing I wrote about KM when I was at DMR Consulting, which had earlier acquired my company, a firm called TRECOM Business Systems. I had been running the KM activity within the company’s Year 2000 group, and in the process developed a reputation as a KM Evangelist. In that context, I was approached by upper management, and asked to put some of my ideas in writing.
- KM and the Business
- Where We Stand
- Where Do We Go?
- The Seeds of the Crystal
Q: What are some guidelines for using push communications such as newsletters?
A: Here are ten guidelines to follow:
- Allow opting in and out. Use services which allow people to subscribe and unsubscribe easily.
- Send a one-time invitation to subscribe to a wide audience, and then respect the decisions of the recipients. Provide multiple alternatives, including email, RSS feed, and reading online only.
- Don’t subscribe anyone who didn’t request it. This is a serious violation of the opt-in principle.
- Don’t send messages to people unless they want to receive them from you. Otherwise, you will be viewed as a spammer and your messages will annoy the recipients rather than please them.
- Make it obvious in each message you send out how to subscribe or unsubscribe. Make sure the links really work.
- Store an archived copy of each newsletter. In each issue, include a link to the archives. This will allow others to link to your newsletter.
- Don’t blanket all forums you belong to with the same message. If a message is relevant to more than one forum, craft a brief, customized version which is specific to each forum, explain why it is relevant, and include a link to the full message which is posted elsewhere.
- Keep your newsletters as short as possible. For example, keep them to one page to encourage people to read them.
- Avoid sending messages with attachments. Instead, post any necessary files to an easily-accessible site and include links.
- Include your name in each communication so people will know who sent it and whom to contact with feedback and suggestions. This will also help build a positive reputation for you, especially if you follow the other nine guidelines.