The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business
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The information below has been drawn from sources outside of the University of Wisconsin-Madison Libraries. In most instances, the information will be from sources that have not been peer reviewed by scholarly or research communities.
Please report cases in which the information is inaccurate through the Contact Us link below. The new edge in knowledge : how knowledge management is changing the way we do business O'Dell, Carla S. Subjects A limited number of items are shown. Click to view More Knowledge management. Organizational learning.
Information resources management. Organizational effectiveness. Content Types A limited number of items are shown. Click to view More Electronic books. Physical Details 1 online resource xx, pages : illustrations ISBNs , , , , , , , , , , , , , , , , OCLC ocn Summary "The best thinking and actions in the fast-moving arena of collaboration and knowledge management The New Edge in Knowledge captures the most practical and innovative practices to ensure organizations have the knowledge they need in the future and, more importantly, the ability to connect the dots and use knowledge to succeed today.
Build or retrofit your organization for new ways of working and collaboration by using knowledge management. Jackson Grayson. To do so, please click here.
In doing so, we must go deep, we must go wide, and we must be focused. All of them demonstrate.
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Please click here to check out Little Bets , published by Free Press Notify me of follow-up comments by email. Notify me of new posts by email. This site uses Akismet to reduce spam. Learn how your comment data is processed. Five Basic Tenets of Knowledge Management. One of the things not covered in the book is the need to validate knowledge.
The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business (Unabridged)
In the technical book publishing world, this is the job of a technical editor. In research, instead of technical publishing, validating knowledge involves having others independently verify the findings. In the course of my career I had the opportunity to bump into the idea of validating that training manuals have the requisite knowledge that will be tested on a certification exam.
The idea is that the certification vendor would certify that the books would deliver the necessary information you need to know to pass the test. The difficulty was in figuring out whether the books really did cover all the requisite material. We had to review the book to determine whether it met the criteria or not based on the published set of skills to be tested. They wanted an outline review and a sampling of the topics to determine whether the book met the criteria or not.
Someone can be absolutely perfect in their knowledge of hard drives and be completely wrong about networking. I found this on more than one occasion as I was reviewing books.
Our knowledge is simply Swiss cheese. I happen to know that Ireland is called the Emerald Isle — though I cannot remember ever learning that fact. We need to codify and make explicit the knowledge that we have so that we can communicate it more broadly. If you can make all knowledge explicit then you can make the responses consistent. You can make a contract with the consumer about how things are going to be. There are certainly well celebrated examples of this type of an approach.
The franchise system describes every aspect of how to make the restaurant or other organization work. There are systems for everything — the knowledge of the original creator has been codified into a set of systems that are designed to generate the specific desired outcome — irrespective of the skill of the operator.
The problem with this approach is the inescapable de-skilling of the workforce. Ultimately it will lead to de-skilling our workforce. Journeymen work with slightly more complex skills and follow rules to assemble the smaller pieces into bigger pieces while supervising the apprentices. In the trades model, each piece leads into the next. The challenges are dealt in ever increasing complexity to keep the person in flow See Finding Flow and thereby operating at peak efficiency. It also creates a model of escalating knowledge that integrates feedback both positive and negative in a way that continually reinforces and refines the outcome.
There are plenty of discussions about bringing in fun to learning through gamification today.
Book Review: The New Edge in Knowledge | ILTA KM
See The Adult Learner. See Drive. Some product makes it easier to do X than competitor Y can do. The key problem is almost always a personnel problem. The big problems more often not problems of the technology, but rather are problems of aligning people, building emotional intelligence and emotional awareness , and getting folks to work together.
If articulating knowledge is hard, and creating training takes a large amount of time, how do you begin to determine which knowledge must be preserved, and which knowledge is interesting to preserve? Knowledge is expensive to generate; does all information deserve to be protected the same way?