Finger Tapping and Knowledge Management?

Finger tapping and Knowledge Management?

I stumbled upon an interesting study a little while ago about finger tapping. What we can learn about finger tapping and how that applies to Knowledge Management.
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What Knowledge Workers Really Need

"Beware of false knowledge; it is more dangerous than ignorance.” George Bernard Shaw

You know, there are times when you read a blog posting or online article and find yourself left simply shaking your head. Such is the case with an article that I just ran across (“Trends in Knowledge Work”) referencing a McKinsey & Company 2010 article (“The Productivity Imperative”). And that McKinsey article supposedly stated that, “while demand for knowledge workers is continuing to grow, the supply isn’t.” Really? Seriously? Give me a break.
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Informing and Knowing: IM vs. KM

The Tree of Knowledge.

I get asked this a lot and so I thought that it would make for a nice short and to the point blog post: What is the difference between “Information Management” and “Knowledge Management”? And I’ve found that this easy explanation has proven to be helpful enough so that I’ve always got it handy as a backup slide when I’m giving KM presentations or training.

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KM Bamboo Tools! Plant Yours Today!

The taller the bamboo grows, the lower it bends. (Chinese Proverb)

Okay, I’m just going to lay it out there. Bamboo is not really native to North America. It just seems like it is. Mostly because it has fairly quickly worked its way to just about everywhere. Bamboo certainly has many uses – from culinary to medicine to construction to furniture to textiles to paper to….well, you get the idea. Lots of uses. And how does this fit in with KM? Well, it’s an invasive species and so it can also cause a lot of trouble if it goes where you don’t want it to go. You try to get rid of it…but it just keeps on popping up everywhere. Which is a lot like what can happen when organizations allow knowledge management tools to go untended.

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Knowledge Hiding – Organizational “Prison Rules”

Three children playing hide and seek in a forest.

I read an interesting and recently released study the other day which talks about a relatively new term in the Knowledge Management game – “Knowledge Hiding.” I think though that the concept isn’t necessarily new, and it has similarities to another KM “boogie-man” — the knowledge “hoarder.” But it is in this new study that a label is applied to specific bad behavior that I’d say could be easily described as “Prison Rules” as applied to knowledge sharing.

“Prison Rules” is one of those “urban slang” terms – referring to those situations when someone will do something (driving, sports, holiday shopping, etc.) while cheating, being overly aggressive or intimidating, and otherwise trying to “win” at all costs.

And it seems to me that knowledge hiding then is all about prison rules as they would apply to organizational knowledge sharing.

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Here’s Your Sign – Yes, in Knowledge Management Too!

Here's your sign!

I’d like to dedicate this particular post to a great comedian Bill Engvall, and his routine focused around “Here’s your sign.”   This post is for those who in implementing Knowledge Management, truly need their sign, and especially for this “poster child” that really needed a sign.

 

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Successful Knowledge Management Implementation

Does your organization "get" KM?

I was having some off-line discussions related to KM metrics, as well as how to determine which KM initiatives make for the “best” for initial implementation, etc. And somewhere in those discussions we wandered smack into the middle of discussing why it seems that so many initial KM efforts have “problems.” And then at about the same time I received this absolute gem from Hubert Saint-Onge:

“When I was Senior Vice President of Strategic Capability at Clarica, I had to present my business plan on a quarterly basis to the CEO. In addition to knowledge management and learning, my portfolio included strategic planning, internal and external communication, human resources, and corporate branding. In other words, the full basket of intangibles.

The CFO attended these meetings and kept bringing up the measurement question. I was always able to side step the issue. One day, he became more vociferous than usual on the need to measure all this crap — in his words. Luckily, I had many opportunities to practice an answer. I said that I admired his passion for measuring and that I would like to take his lead on this matter. I promised right there that if he would share with me how he was measuring his organization’s finance and actuarial work was adding value to the company, I would right away adopt and apply this framework to the activities I was responsible for.

He looked at me dumb-founded. It had never occurred to him that he should measure what was considered conventional activities in the company: it’s that new so-called ‘crap’ we needed to measure. Isn’t it interesting that we put the onus of measurement on what is new when we have pile upon pile we don’t measure because it is just so. As all of us who have worked on this for decades, measuring the impact of growing intangible assets on the bottom line is no easy feat. It certainly cannot be trivialized because sometimes having wrong answers is worse than having no answer.”

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Knowledge Economy – Broken or Does Your Organization Get It?

What kind of KM challenges do you face?

I received a rather disheartening email from a colleague who I have been emailing with recently regarding his efforts to implement KM inside of his organization. As he had been describing his situation what I was understanding from it all was that any KM successes that he and the organization had were pretty much because of him and despite his organization. I say because of him for the following reason — it seemed that everything that he had done or was currently working on involved using some form of major workaround to make it happen. I say despite of his organization because — nothing was a straight line, and everything seemed to be a series of exercises in navigating past sizeable organizational roadblocks. Don’t get me wrong — he had those successes. But in the overall big picture, they were all pretty much down in the noise level.

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Knowledge Management & Organizational Change

Organizational Change...and Resistance...Happens.

Whoa. That was my first thought when I read a blog post this morning. It started with receiving a comment from someone about one of my own posts, which lead me to that person’s blog, which in turn lead me to another blog. And that’s where I got the whoa. I’m not even going to point out which blog it was, just don’t think that it is really that worth it. But it does give me enough of a whoa feeling that I’m moved to post a bit about how organizational change impacts knowledge management (or is it how knowledge management impacts organizational change?). But the whoa statement was: “Resistance to change is a myth. There is no such thing.” And that was followed by “Organizations are not machines. Organizations are systems. And there is no resistance in a system.”

Again. Whoa. The bad news is that the author of that blog post is a management consultant. The good news is that at least the author isn’t involved in knowledge management. But clearly the author has a very limited understanding of systems theory, systems thinking, and organizational change.

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KM – Peeking Behind the Curtain

Many organizations take a “one size fits all” approach when it comes to implementing Knowledge Management collaborative tools. That approach is not particularly “smart” but I think that there is another whole issue at play, and it involves a little “peek behind the curtain” of those providing knowledge management tools.

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