I See Knowledge Management….

 

I see dead people.... (movie "The Sixth Sense")

I see dead people…. (movie “The Sixth Sense”)

The Sixth Sense

Cole Sear: I see dead people.
Dr. Malcolm Crowe: In your dreams?
[Cole shakes his head no]
Dr. Malcolm Crowe: While you’re awake?
[Cole nods]
Dr. Malcolm Crowe: Dead people like, in graves? In coffins?
Cole Sear: Walking around like regular people. They don’t see each other. They only see what they want to see. They don’t know they’re dead.
Dr. Malcolm Crowe: How often do you see them?
Cole Sear: All the time. They’re everywhere.
Cole Sear: They see only what they want to see.

And now….

Coming Soon in Organizations Near You

Dr. Dan:  I see Knowledge Management.
Manager:  In your dreams?
[I shake my head no.]
Manager: While you’re awake?
[I nod my head yes.]
Manager:  Like in the Sharepoint?  In the Wiki?  In the IMs?  Some repository we don’t know we have?
Dr. Dan:  Knowledge, all around the organization like regular organizational assets.  You’re not noticing it because you only want to see what you want to see.  You don’t know that you have knowledge and so you don’t know that you can use it.
Manager: How often do you see it?
Dr. Dan:  All the time.  It’s everywhere.
Manager: [Shaking head and pointing.]  Is it behind those people over there taking a break and just talking?
[I shake my head in frustration.]

Dr. Dan:  You only see what you want to see.

 

Dr. Dan's Daily Dose:
Unfortunately for many organizations management fails to understand Knowledge Management and because of that also fails to understand the value of its organizational knowledge and in fact often seems to be unaware that their knowledge is all around them (and not just inside of Sharepoint).  Organizations that excel in Knowledge Management recognize that their critical knowledge is all around them and seek to find ways to incorporate that knowledge into that which provides competitive advantage.

Rare as a Unicorn

Rare is an actual Unicorn Sighting

Rare is a Unicorn Sighting

“Once long ago all animals lived in harmony. There was no strife among them, and they were able to speak together in a common language. At that time mysterious and wonderful events took place, and the noble unicorn dwelt with the other animals in the lower lands. Men believed the unicorn was immortal. They hunted him relentlessly, for it was said that his horn possessed magical powers. At last the unicorn was forced to flee high up in the mountains to escape the hunters’ arrows. His vanishing caused magic to pass from the land. Soon all living things forgot the unicorn, and animals lost the power to speak to others unlike themselves.” ["The Unicorn and the Lake" by Marianna Mayer]

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KM Competency Model: The Emperor’s New Clothes

Hans Christian Andersen's tale, "The Emperor's New Clothes"

Okay, so I was having this conversation a couple of days ago about a KM “competency model” and then it came up again yesterday, and then again this morning, and so I thought that it might be a good time to tackle this particular issue. Buckle up and hang on, let’s talk about KM competency models! Specifically, let’s talk about what happens when a “very large organization” wants to develop a KM competency model and they instead begin weaving “The Emperor’s New Clothes.”
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Knowledge Management Whac-A-Mole

The only strategy was to "whack" quickly. Not much of a strategy though.

What does Whac-A-Mole and many knowledge management implementations have in common? Perhaps a lot more than you’d think (and that’s not a good thing).
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KM – Lead, Follow or Get Out of the Way

Lead, follow, or get out of the way. Effective leaders choose the right path, and then lead others.

A recent article by David Griffiths published in Inside Knowledge is stirring a few discussions. David discusses an opinion/concern titled, “Knowledge Management is Dead.” Not really, just that some are apparently afraid to call it KM anymore.
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Knowledge Sharing: Jack Bauer & Pushing String

Sharing Knowledge - © Cedefop, 1996-2010

Does your organization spend a lot of time trying to “push string” rather than nurture an environment that supports social interaction? Does “Jack Bauer” roam your hallways, eager to “interrogate” an employee rather than encourage spontaneous knowledge sharing?
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Overcoming Organizational Barriers to Knowledge Sharing

Barriers to Effective KM ImplementationAre “individual knowledge sharing barriers” really about the individuals? Or should the blame more properly be placed on the organization itself? Knowing the answer — and what to do about it — is quite important to successful KM implementation.

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Measuring Knowledge Management ROI

Mounted skeletons of Tyrannosaurus (left) and Apatosaurus (right) at the American Museum of Natural History

I was having a conversation the other day which reminded me about a similar conversation that I’d had a couple of years ago — regarding organizational insistence upon measuring the Return-on-Investment (ROI) of knowledge management. Back then I’d said that continuing to fixate on a supposed need to determine ROI was a little like asking for the same regarding having a telephone or email — where at this stage of the game if the organization is still unsure if they receive a “pay back” on having a phone or email…well, I’d kind of think of them as a bit of a ‘dinosaur brain’ anyway. It seems that not much has changed in that regard – organizations are still trying to determine the ROI of…sharing knowledge.
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Tire Slashing 101 – Defining Knowledge Management

Tire Slashing 101: Knowing who didn't do it helps.

You can learn a lot about the need for an effective vision to support your KM implementation by learning a bit about “tire slashing.” And here’s what you need to understand about both.
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Why KM “Maturity Models” Don’t Work

Do "Maturity Models" Leave You....

Knowledge Management “maturity models” simply don’t work in KM. Now let’s talk about why.

In yesterday’s blog post I’d briefly mentioned something I referred to as the “Knowledge Management Strategy Maturity Levels” and someone asked in an email whether or not that was the same as applying the “maturity model” concept to KM. I replied that it wasn’t, and then thought that this might be a great opportunity to discuss the whole premise of being able to somehow apply a “maturity model” approach or concept to KM and why that doesn’t work.

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