Date   

Re: September 2006 SIKM Call: Steve Denning - interactive conversation about KM themes #monthly-call

Steve Denning
 

Tom,
 
Thanks for this helpful note and the link to Larry's paper.
 
I certainly don't want to propose a semantic discussion today.
 
I am pointing out that there seem to be quite different concepts of knowledge floating around out there.
 
My question for the group is a pragmatic one: does this cause practical problems? If not, let's forget the whole issue. But if so, what, if anything, should be done about it?
 
Larry's paper is helpful in noting the four Greek concepts of knowledge:
 
"The Greeks had Episteme, from which we derive Epistomolgy. This word meant repeatable rules, codified and universal. In other words, Science. Then they had Techne, from which we get technology. This term meant something like craft, or capability The though being that person so endowed would be able to DO something that was neither pure thought or pure manual activity.A third term was Phronesis, which we would probably understand as emotional intelligence, or social skills. Its what good managers, therapists, and teachers have,. A very interesting fourth term was Metis, which has no current term but is closest to savvy, cunning or street smart."
 
These terms can be (roughly) mapped on to the matrix I drew up, as follows:

 

Episteme

Techne

Phronesis

Metis

Know that

x

 

 

 

Know how

 

X (technical)

X (social)

X (smarts)

Both know that and know how

x

x

x

x

Does it matter? Larry's note argues that it does matter: that tens of billions have been wasted on building knowledge systems, and that this could have been avoided with a clearer understanding of what is meant by "knowledge". Is that correct? Are billions still being wasted? Are billions more at risk?
 
I'll be interested to hear what the group thinks: particularly, if it does matter, what if anything should be done about it?
 
Steve Denning
Discover the discipline of business narrative
and sign up for my newsletter at http://www.stevedenning.com
Email: steve@...
Phone: 202 966 9392
Fax:   202 686 0591
 


Re: September 2006 SIKM Call: Steve Denning - interactive conversation about KM themes #monthly-call

Tom Short <tom.short@...>
 
Edited

Steve, group - I have downloaded, printed, read and marked up Steve's
two articles in preparation for our discussion tomorrow. I see
within Steve's articles inconsistencies in the use of the
term "knowledge." For instance, is an idea knowledge, information, or
something else?? The PARC example is used to illustrate how "leaky"
knowledge is, as opposed to being "sticky", as is often claimed.

Yet it could be argued that what "leaked" out of PARC was not
knowledge, per se, but rather an idea which could be
considered "intellectual capital" which in turn could be considered a
type of "content." The knowledge that gave rise to the idea was
embodied in the scientists. And *that* knowledge is sticky, and
difficult to transfer.

To bring more focus to what could devolve quickly into a semantic
argument, I therefore submit the following very brief online item
written by Larry Prusak about a set of definitions around knowledge
given to us by the ancient Greeks.
http://www.babsonknowledge.org/2005/12/the_four_names_for_knowledge.ht
m

Looking forward to the discussion.

-Tom Short
Principal, Knowledge Management CoE
Pacific Gas & Electric


Re: September 2006 SIKM Call: Steve Denning - interactive conversation about KM themes #monthly-call

Steve Denning
 

Further to Stan's message today about the discussion tomorrow: on September 4, I had proposed the following tentative agenda for the discussion:
 
1. Does it matter that the concepts of KM are fuzzy, or that we have a variety of half-truths masquerading as truths?
 
2. Do the radically differing concepts of "knowledge" floating around in KM pose a practical problem for KM? If so, what if anything should be done about it?
 
3. What about Peter Drucker's view that the 21st Century will be "the knowledge era", where "fluff" will replace "stuff" and where the changes will be as “as profound, devastating, far reaching, and unimaginable as the Industrial Revolution"? Is it still valid? Is it already happening? If so, where? If not, will it ever happen? When? How?
 
4. What role will KM play in Drucker's "knowledge era"? Will it be a major or minor role?
 
So far, I haven't received any additional questions for the agenda.
 
ONE COMMENT: I did get one off-line comment. It said: 'I read your attack on Polanyi a couple of times and couldn't figure it out.  I know he can be rough to read.  For example, I stumbled several times in the first 15 pages of his "The Tacit Dimension," but then it rolls.  And his statement, "we know more than we can say," (his tag line) is so very true.  And we feel more than we can say, and we know and feel more than we can really put together.  Therefore, the "putting together" of this is really a process, and not a "think."'
 
MY RESPONSE: I don't see myself as attacking Polanyi (apart from noting his tortured prose and the fact that his notion of knowledge is in some ways at odds with that of other groups). Rather I am pointing out that different groups of people talk about "knowledge" in radically different ways. I "get" what Polanyi is trying to say, in his agonizing fashion, just as (I think) I also get what the philosophers and Nonaka are saying. Each seems to be saying that it is "obvious" that their view of knowledge is right and the other views are wrong. So who's right? I don't know who's right. My conclusion is the same as Plato''s: "beats me!" But I do believe however they can't all be right in their different claims to say what knowledge "really" is. So I'm noting the ambiguity in the terminology. My question for the KM discussion tomorrow: does this cause practical problems in KM? Or is it just an irrelevant academic squabble?
 
INVITATION: If participants have suggestions for the agenda, they might send them to me and I can adjust it accordingly.
 
Steve Denning
Discover the discipline of business narrative
and sign up for my newsletter at http://www.stevedenning.com
Email: steve@...
Phone: 202 966 9392
Fax:   202 686 0591
 



From: Garfield, Stan [mailto:stanley.garfield@...]
Sent: Monday, September 18, 2006 8:59 AM
To: undisclosed-recipients:
Subject: Reminder: SI KM Leaders Monthly Con Call - September 19: Steve Denning leads an interactive conversation about KM themes

To: Consulting & SI KM Leaders Community Members

This is a reminder of tomorrow's monthly con call.  This call will feature Steve Denning leading an interactive conversation about KM themes.

There are no slides for this call.  Instead, please read Steve's message at http://tech.groups.yahoo.com/group/sikmleaders/message/267 and his two papers, "Making Sense of the Knowledge Era: 13 Myths of Knowledge Management" at http://www.stevedenning.com/slides/SIKM-MythsOfKM.pdf and "Getting Business Value from Knowledge Management" at http://www.stevedenning.com/slides/GettingValueFromKM-Final-Aug06.pdf to prepare for the discussion.

Here are the results of the poll on changing the time of future monthly calls:

·       Keep the time unchanged (11 am USA Eastern) - 4 votes

·       Change to 3pm USA Eastern  - 9 votes

·       Rotate between 11 am and 5 pm USA Eastern  - 5 votes

·       Rotate between 3pm, 9pm and 5am for each region - 2 votes

Based on this feedback, and starting with next month's call, we will change the time from 11am to 3 pm Eastern.

However, tomorrow's call will be at 11 am EDT.  There is no change in time until next month.

Regards,

Stan


Change Artists - Stories from the real world: CEOs, CIOs and Change #video

Stan Garfield <stangarfield@...>
 

HP offers video interviews, case studies, and white papers from industry leaders.  See "Change Artists - Stories from the real world: CEOs, CIOs and Change" at http://www.hp.com/changeartists for details.

 

Regards,

Stan

 


Re: Time for the monthly call #monthly-call #poll

steven.wieneke@...
 

Let's agree to have Steve Denning's teleconference at 3pm USA Eastern on
September 19th. If someone wants to create a rotating schedule for the
future, go for it!




"Kaplan Bill"
<Bill.Kaplan@acqs To: <sikmleaders@yahoogroups.com>
olinc.com> cc:
Sent by: Subject: RE: [sikmleaders] New poll for sikmleaders
sikmleaders@yahoo
groups.com


09/06/2006 08:13
AM
Please respond to
sikmleaders






I’m flexible








From: sikmleaders@yahoogroups.com [mailto:sikmleaders@yahoogroups.com] On
Behalf Of Patrick Lambe Green Chameleon SG
Sent: Tuesday, September 05, 2006 21:41
To: sikmleaders@yahoogroups.com
Subject: Re: [sikmleaders] New poll for sikmleaders





Speaking at -2 hours from Shawn, I agree.. a rotation would be fairest.





Patrick

----- Original Message -----


From: Shawn Callahan


To: sikmleaders@yahoogroups.com


Sent: Wednesday, September 06, 2006 7:06 AM


Subject: RE: [sikmleaders] New poll for sikmleaders





Sorry to be a pain. But isn't there another obvious question for the
poll? Rotate the times between 3pm, 9pm and 5am for each region. This
would be a fair approach where everyone had good and bad times.





Cheers





Shawn








From: sikmleaders@yahoogroups.com
[mailto:sikmleaders@yahoogroups.com]
Sent: Wednesday, 6 September 2006 6:21 AM
To: sikmleaders@yahoogroups.com
Subject: [sikmleaders] New poll for sikmleaders



Enter your vote today! A new poll has been created for the
sikmleaders group:

Shawn Callahan wrote: "While I would love to join everyone
on the 19th for the conversation with Steve Denning, people
in Asia Pacific like myself will need to be on the call at
1am or later. Is there any chance of rotating the times to
take account of sikmleaders becoming a global network."

Steve Denning replied: "Other groups that I have
participated in have found that 3pm US Eastern time is the
least-bad global compromise. It means 9pm in Europe which is
late and 5 am in Australia, which is early, (but arguably
better than 1 am.)"

Question: What do the members want to do?


o Keep the time unchanged (11 am USA Eastern)
o Change to 3pm USA Eastern
o Rotate between 11 am and 5 pm USA Eastern
o Change to some other fixed time (please send to Stan)
o Change to rotate between some other times (please send to
Stan)

To vote, please visit the following web page:
http://groups.yahoo.com/group/sikmleaders/surveys?id=1675798

Note: Please do not reply to this message. Poll votes are
not collected via email. To vote, you must go to the Yahoo!
Groups
web site listed above.

Thanks!


Re: Time for the monthly call #monthly-call #poll

Patrick Lambe
 

Speaking at -2 hours from Shawn, I agree.. a rotation would be fairest.
 
Patrick
 
 

----- Original Message -----
Sent: Wednesday, September 06, 2006 7:06 AM
Subject: RE: [sikmleaders] New poll for sikmleaders

Sorry to be a pain. But isn't there another obvious question for the poll? Rotate the times between 3pm, 9pm and 5am for each region. This would be a fair approach where everyone had good and bad times.
 
Cheers
 
Shawn


From: sikmleaders@yahoogroups.com [mailto:sikmleaders@yahoogroups.com]
Sent: Wednesday, 6 September 2006 6:21 AM
To: sikmleaders@yahoogroups.com
Subject: [sikmleaders] New poll for sikmleaders


Enter your vote today! A new poll has been created for the
sikmleaders group:

Shawn Callahan wrote: "While I would love to join everyone
on the 19th for the conversation with Steve Denning, people
in Asia Pacific like myself will need to be on the call at
1am or later. Is there any chance of rotating the times to
take account of sikmleaders becoming a global network."

Steve Denning replied: "Other groups that I have
participated in have found that 3pm US Eastern time is the
least-bad global compromise. It means 9pm in Europe which is
late and 5 am in Australia, which is early, (but arguably
better than 1 am.)"

Question: What do the members want to do?


o Keep the time unchanged (11 am USA Eastern)
o Change to 3pm USA Eastern
o Rotate between 11 am and 5 pm USA Eastern
o Change to some other fixed time (please send to Stan)
o Change to rotate between some other times (please send to Stan)

To vote, please visit the following web page:
http://groups.yahoo.com/group/sikmleaders/surveys?id=1675798

Note: Please do not reply to this message. Poll votes are
not collected via email. To vote, you must go to the Yahoo! Groups
web site listed above.

Thanks!


Re: Time for the monthly call #monthly-call #poll

Shawn Callahan
 

Sorry to be a pain. But isn't there another obvious question for the poll? Rotate the times between 3pm, 9pm and 5am for each region. This would be a fair approach where everyone had good and bad times.
 
Cheers
 
Shawn


From: sikmleaders@... [mailto:sikmleaders@...]
Sent: Wednesday, 6 September 2006 6:21 AM
To: sikmleaders@...
Subject: [sikmleaders] New poll for sikmleaders


Enter your vote today! A new poll has been created for the
sikmleaders group:

Shawn Callahan wrote: "While I would love to join everyone
on the 19th for the conversation with Steve Denning, people
in Asia Pacific like myself will need to be on the call at
1am or later. Is there any chance of rotating the times to
take account of sikmleaders becoming a global network."

Steve Denning replied: "Other groups that I have
participated in have found that 3pm US Eastern time is the
least-bad global compromise. It means 9pm in Europe which is
late and 5 am in Australia, which is early, (but arguably
better than 1 am.)"

Question: What do the members want to do?


o Keep the time unchanged (11 am USA Eastern)
o Change to 3pm USA Eastern
o Rotate between 11 am and 5 pm USA Eastern
o Change to some other fixed time (please send to Stan)
o Change to rotate between some other times (please send to Stan)

To vote, please visit the following web page:
http://groups.yahoo.com/group/sikmleaders/surveys?id=1675798

Note: Please do not reply to this message. Poll votes are
not collected via email. To vote, you must go to the Yahoo! Groups
web site listed above.

Thanks!


Time for the monthly call #monthly-call #poll

sikmleaders@...
 

Enter your vote today! A new poll has been created for the
sikmleaders group:

Shawn Callahan wrote: "While I would love to join everyone
on the 19th for the conversation with Steve Denning, people
in Asia Pacific like myself will need to be on the call at
1am or later. Is there any chance of rotating the times to
take account of sikmleaders becoming a global network."

Steve Denning replied: "Other groups that I have
participated in have found that 3pm US Eastern time is the
least-bad global compromise. It means 9pm in Europe which is
late and 5 am in Australia, which is early, (but arguably
better than 1 am.)"

Question: What do the members want to do?


o Keep the time unchanged (11 am USA Eastern)
o Change to 3pm USA Eastern
o Rotate between 11 am and 5 pm USA Eastern
o Change to some other fixed time (please send to Stan)
o Change to rotate between some other times (please send to Stan)


To vote, please visit the following web page:
http://groups.yahoo.com/group/sikmleaders/surveys?id=1675798

Note: Please do not reply to this message. Poll votes are
not collected via email. To vote, you must go to the Yahoo! Groups
web site listed above.

Thanks!


Time for the monthly call #monthly-call #poll

Shawn Callahan
 

Hi Stan,

While I would love to join everyone on the 19th for the conversation
with Steve Denning, people in Asia Pacific like myself will need to be
on the call at 1am or later. Is there any chance of rotating the times
to take account of sikmleaders becoming a global network.

Thanks for your great work in keeping this group running.

Regards

Shawn Callahan


September 2006 SIKM Call: Steve Denning - interactive conversation about KM themes #monthly-call

Steve Denning
 

Hi all,
 
As you may know, I'm the designated "presenter" for September 19.
 
But what I'd like to propose is that, rather than my giving a presentation, that instead we have an "interactive conversation" about KM themes prompted by a couple of papers I've written recently.
 
In other words, I would like to invite people to read at least the first paper in advance, so that I won't have to spend time grinding through the material on the telephone at the session. In this way, we would have time for a discussion.
 
One paper is entitled "Making Sense of the Knowledge Era: 13 Myths of Knowledge Management". This paper is aimed at KM practitioners and is intended to be provocative. It raises questions rather than providing answers. It can be downloaded from:
 
The other is entitled "Getting Business Value from Knowledge Management". This paper is an advance version of an article being published by Strategy & Leadership. It was commissioned by the S&L editor to be read by senior managers who are trying to make sense of knowledge management. I'm not sure that the KM practitioners in this group will find anything particularly new in this paper, but it might be useful to have it in the background as a paper that summarizes some of the fairly conventional wisdom about KM and that one might give to senior managers who want to get started in this field. It can be downloaded from:
 
If people can read at least the first paper, then we might have a conversation about the broader practical questions that emerge. (Any nitpicks on points of detail could be dealt with on the list itself.)
 
For instance, some of the broader questions that I'm interested in discussing include:
 
1. Does it matter that the concepts of KM are very fuzzy, or that we have a variety of half-truths masquerading as truths?
 
2. Do the radically differing concepts of "knowledge" floating around in KM pose a practical problem for KM? If so, what if anything should be done about it?
 
3. What about Peter Drucker's view that the 21st Century will be the knowledge era, where "fluff" will replace "stuff" and where the changes will be as “as profound, devastating, far reaching, and unimaginable as the Industrial Revolution"? Is it still valid? Is it already happening? If so, where? If not, will it ever happen? When? How?
 
4. What role will KM play in Drucker's "knowledge era"? Will it be a major or minor role?
 
If participants have other questions, they might submit them on the list and we can make up an agenda of issues that people want to talk about on September 19.
 
Thus on September 19, we would have a list of questions to discuss. I would talk for about five minutes on the first question and then throw the floor open for discussion, which might go on for about 10-15 minutes. Then we might tackle another question. And so on.
 
I hope you'll join me for this conversation.
 
Steve Denning
Discover the discipline of business narrative
and sign up for my newsletter at http://www.stevedenning.com
Email: steve@...
Phone: 202 966 9392
Fax:   202 686 0591
 


Accenture publishes book - "Return on Learning" - request a copy here #books #learning #value

Matthew Moore <matthew.moore@...>
 

Thomas,
 
Got my copy of Accenture's Return on Learning. Very interesting read. The section on KM ended with a reference to Tad Whittington's work on ROI. How far has that got now?
 
Regards,
 
Matt


Re: Query about recognition and drivers for sharing #motivation

Tom Short <tom.short@...>
 

Hello Diana -

Some approaches to consider:

1. After Action Reviews: US Army, Center for Lessons Learned (CALL);
and the US Forest Service's Wildland Fire Lessons Learned Center
(www.wildfirelessons.net)

2. Chrysler Engineering Books of Knowledge (no pointers for this)

3. As others have mentioned, anything that provides recognition.
McKinzie (the consultants) used a system of highlighting the most
popular downloaded consulting briefs from their intranet - posting
the titles and authors on the top10 or top20 list on their enterprise
portal. This can work well as it incents not only contributions, but
also recognizes popularity of the item (which could be thought of as
a proxy for reuse).

Which is another often-overlooked aspect of k-sharing attempts:
don't forget to focus on reuse. Sharing only puts it out there.
Value is generally not gained until someone a) finds it; and b) re-
uses it. These are distinctly different challenges - and people tend
to focus heavily on a) and not a lot or at all on b). Unfortunately,
without reuse, nothing good happens.

Metrics and reuse awards are some ways to track and incent reuse.

Good luck.

--- In sikmleaders@yahoogroups.com, dianna.wiggins@... wrote:


Does anyone have any learnings or best practices to share in regard
to the
drivers for sharing best practices and knowledge? As an adjunct to
this,
what types of recognition have worked for other companies to
initiate and
continue momentum toward a sharing culture--i.e. programs in place,
events, special business cards, points systems, etc.

Thanks to all for input on this,

Dianna


Note that our email path has changed to dianna.wiggins@... Please
update your records accordingly.

Dianna K. Wiggins
Global Consumer & Business Insights, COB 1 South
McDonald's Corporation
office: 630.623.2258
fax: 630.623.7141
dianna.wiggins@...

"A little knowledge that acts is worth infinitely more than much
knowledge
that is idle."
--Kahlil Gibran (1833-1931), Lebanese-American Poet, Philosopher
and
Artist

Visit Business Research site at
https://www.mcdwmi.com/content/mcdonalds/wmi/smas/businessresearch/gbr
.html

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Re: Complex Knowledge #research

William Ives <iveswilliam@...>
 

Not the firm but here is the reference - Cross, Parker, Prusack, Borgatti - "Knowing what we know... in Organizational Dynamics, Elsevier, Vol. 30, Issue 2, 2001 - Maybe Rob, Larry or Steve might tell you. 


On Aug 31, 2006, at 12:43 PM, Valdis Krebs wrote:

Does Patti mention the company/industry and year of the Cross study?   

There is the popular meme out there that everything is done by email and Google these days... which of course is wrong.  Google is great for background, but actual knowledge transfer [excluding very simple info/data] is best done real time, face-to-face... IMHO.

Valdis


On Aug 31, 2006, at 9:38 AM, William Ives wrote:

Nice study. Patti Anklam, in her excellent Ark report on social networking, quotes a study by Rob Cross and others that found 85% of mangers in a well known company received the knowledge for important projects from other people. The 15% who looked to information systems (such as formal KM) were new to the organization and had not yet developed their social networks. 

I also frequently find the most interesting new stuff by looking into the trackbacks and comments in my blog. Bill


On Aug 25, 2006, at 11:31 AM, Valdis Krebs wrote:

I often discover neat new knowledge by looking at who points/links/refers to my web site. 

This morning I was reviewing who visited my web site and saw a link from a Scottish govt organization. Reading the page that linked to my web site I saw this interesting study...

Research reveals how knowledge is accessed within organisations:
       • Employees brains 42 per cent
   • Paper documents 26 per cent
   • Electronic documents 20 per cent
   • Electronic knowledge bases 12 per cent

(Source: The Delphi Group)

The complex knowledge held in people's brains is what gives an organisation its competitive advantage. It is context sensitive and cannot be codified, written down and stored.


Not a good study for those who believe I/T solves everything. Too bad the year of the study was not given. But, given the source of the study, I would guess it is not before the internet became popular. 

Valdis


 


Re: Complex Knowledge #research

Valdis Krebs <valdis@...>
 

Does Patti mention the company/industry and year of the Cross study?

There is the popular meme out there that everything is done by email
and Google these days... which of course is wrong. Google is great for
background, but actual knowledge transfer [excluding very simple
info/data] is best done real time, face-to-face... IMHO.

Valdis

On Aug 31, 2006, at 9:38 AM, William Ives wrote:

Nice study. Patti Anklam, in her excellent Ark report on social
networking, quotes a study by Rob Cross and others that found 85% of
mangers in a well known company received the knowledge for important
projects from other people. The 15% who looked to information systems
(such as formal KM) were new to the organization and had not yet
developed their social networks. 

I also frequently find the most interesting new stuff by looking into
the trackbacks and comments in my blog. Bill


On Aug 25, 2006, at 11:31 AM, Valdis Krebs wrote:

I often discover neat new knowledge by looking at who
points/links/refers to my web site.

This morning I was reviewing who visited my web site and saw a link
from a Scottish govt organization. Reading the page that linked to my
web site I saw this interesting study...

Research reveals how knowledge is accessed within organisations:
• Employees brains 42 per cent
• Paper documents 26 per cent
• Electronic documents 20 per cent
• Electronic knowledge bases 12 per cent

(Source: The Delphi Group)

The complex knowledge held in people's brains is what gives an
organisation its competitive advantage. It is context sensitive and
cannot be codified, written down and stored.
http://engage.comms.gov.uk/knowledge-bank/internal-communication/
successful-internal-communication/5-creating-a-knowledge-sharing-
culture.html

Not a good study for those who believe I/T solves everything. Too bad
the year of the study was not given. But, given the source of the
study, I would guess it is not before the internet became popular.

Valdis


Re: Concept Products & KM? #knowledge-sharing

Tom Short <tom.short@...>
 
Edited

Hello David Smith. Do we know each other? Do you know Dan Ranta?

In any case, two thoughts:

1. Scenario Planning (viz, Global Business Network)
2. QFD (Quality Function Deployment)

Good luck.


Re: Query about recognition and drivers for sharing #motivation

steven.wieneke@...
 

Dianna,

Our current Best Practice process has been in place for 6+ years. Sharing
and adopting/adapting these practices are integral to our jobs and are part
of our annual Performance Management Process (PMP) which is a consideration
in determining salary merit increases and bonuses. We also provide multiple
opportunities for exposure for these individuals with their peers and
management in "Learning Days", Quarterly Best Practice and Learning
Communication Meetings, etc. - - as well as spontaneous recognition awards
in the form or cash or merchandise coupons.

Our primary focus is on what works, why it works, where and when it works
and who best knows it works. We capture and communicate the preventions for
lessons (things gone wrong) rather than dwell on the error or the tactical
corrections. We emphasize adopting, adapting and applying what we
collectively know works and learning what we don't know. We have replaced
our lessons learned database with a people-centric, visible, learning
process.

Regards,

Steven Wieneke
GM Technical Fellow
Global Technical Memory
Global Engineering
General Motors Corporation
586.492.4085
steven.wieneke@gm.com




dianna.wiggins@us
.mcd.com To: sikmleaders@yahoogroups.com
Sent by: cc:
sikmleaders@yahoo Subject: [sikmleaders] query about recognition and drivers for sharing
groups.com


08/30/2006 03:09
PM
Please respond to
sikmleaders







Does anyone have any learnings or best practices to share in regard to the
drivers for sharing best practices and knowledge? As an adjunct to this,
what types of recognition have worked for other companies to initiate and
continue momentum toward a sharing culture--i.e. programs in place, events,
special business cards, points systems, etc.

Thanks to all for input on this,

Dianna


Note that our email path has changed to dianna.wiggins@us.mcd.com. Please
update your records accordingly.

Dianna K. Wiggins
Global Consumer & Business Insights, COB 1 South
McDonald's Corporation
office: 630.623.2258
fax: 630.623.7141
dianna.wiggins@us.mcd.com

"A little knowledge that acts is worth infinitely more than much knowledge
that is idle."
--Kahlil Gibran (1833-1931), Lebanese-American Poet, Philosopher and Artist

Visit Business Research site at
https://www.mcdwmi.com/content/mcdonalds/wmi/smas/businessresearch/gbr.html

The information contained in this e-mail and any accompanying
documents is
confidential, may be privileged, and is intended solely for
the person and/or
entity to whom it is addressed (i.e. those identified in the
"To" and "cc"
box). They are the property of McDonald's Corporation.
Unauthorized review,use,
disclosure, or copying of this communication, or any part
thereof, is strictly
prohibited and may be unlawful. If you have received this
e-mail in error,
please return the e-mail and attachments to the sender and
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Re: Complex Knowledge #research

William Ives <iveswilliam@...>
 

Nice study. Patti Anklam, in her excellent Ark report on social networking, quotes a study by Rob Cross and others that found 85% of mangers in a well known company received the knowledge for important projects from other people. The 15% who looked to information systems (such as formal KM) were new to the organization and had not yet developed their social networks. 

I also frequently find the most interesting new stuff by looking into the trackbacks and comments in my blog. Bill


On Aug 25, 2006, at 11:31 AM, Valdis Krebs wrote:

I often discover neat new knowledge by looking at who points/links/refers to my web site.  

This morning I was reviewing who visited my web site and saw a link from a Scottish govt organization.  Reading the page that linked to my web site I saw this interesting study...

Research reveals how knowledge is accessed within organisations:
• Employees brains 42 per cent
• Paper documents 26 per cent
• Electronic documents 20 per cent
• Electronic knowledge bases 12 per cent

(Source: The Delphi Group)

The complex knowledge held in people's brains is what gives an organisation its competitive advantage. It is context sensitive and cannot be codified, written down and stored.


Not a good study for those who believe I/T solves everything.  Too bad the year of the study was not given.  But, given the source of the study, I would guess it is not before the internet became popular.  

Valdis



Re: Query about recognition and drivers for sharing #motivation

dianna.wiggins@...
 


Great stuff, thanks so much, Stan!


Note that our email path has changed to dianna.wiggins@.... Please update your records accordingly.

Dianna K. Wiggins
Global Consumer & Business Insights, COB 1 South
McDonald's Corporation
office: 630.623.2258
fax: 630.623.7141
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"A little knowledge that acts is worth infinitely more than much knowledge that is idle."
--Kahlil Gibran (1833-1931), Lebanese-American Poet, Philosopher and Artist

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Re: Query about recognition and drivers for sharing #motivation

Stan Garfield <stangarfield@...>
 

Dianna:

 

One HP knowledge-sharing program with good participation is knowledge briefs.  These are short documents (about 5 pages) which describe an insight, knowledge nugget, technique, or proven practice.  On average, there are over 15 new knowledge briefs published every week.  There are five reasons for this:

  1. Senior executive sponsorship – a senior leader puts considerable personal energy into leading and supporting the program.
  2. Career path requirement – in order to be promoted to senior technical and project management positions, candidates must demonstrate that they have shared their knowledge.  Knowledge briefs are frequently used to meet this requirement.
  3. Incentives – frequent contributors of knowledge briefs receive monetary rewards for doing so.
  4. Recognition – each quarter, ten knowledge briefs are selected to be published in the HP Technical Journal.  This visibility is a significant form of recognition.
  5. Dedicated resources – there is a small team dedicated to administering the program.  This focused team provides the support needed for the program to succeed.

We are also piloting an incentive points system.  No conclusions yet, but one country is using it in conjunction with monetary rewards with good results.

 

Regards,

Stan


--- In sikmleaders@..., dianna.wiggins@... wrote:
> what types of recognition have worked for other companies to initiate and
> continue momentum toward a sharing culture--i.e. programs in place,
> events, special business cards, points systems, etc.


Re: Query about recognition and drivers for sharing #motivation

David Snowden <snowded@...>
 

people will share knowledge in the context of a real and direct need, but not in anticipation of a need
it is easier to capture knowledge in narrative form (and you will scan more data than analytical approaches)
worst practice is more important than best practice for human learning - and can be shared with ease
lessons learnt material should not be synthesised or summarised
focus on serendipity in the context of use, not taxonomy




Dave Snowden
Founder & Chief Scientific Officer
Cognitive Edge Pte Ltd

www.cognitive-edge.com

NB I am now in Singapore to Mid October please use email to contact me not the mobile phone


On 30 Aug 2006, at 20:09, dianna.wiggins@... wrote:


Does anyone have any learnings or best practices to share in regard to the drivers for sharing best practices and knowledge? As an adjunct to this, what types of recognition have worked for other companies to initiate and continue momentum toward a sharing culture--i.e. programs in place, events, special business cards, points systems, etc.

Thanks to all for input on this,

Dianna


Note that our email path has changed to dianna.wiggins@us.mcd.com. Please update your records accordingly.

Dianna K. Wiggins
Global Consumer & Business Insights, COB 1 South
McDonald's Corporation
office: 630.623.2258
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dianna.wiggins@us.mcd.com

"A little knowledge that acts is worth infinitely more than much knowledge that is idle."
--Kahlil Gibran (1833-1931), Lebanese-American Poet, Philosopher and Artist

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The information contained in this e-mail and any accompanying documents is
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