Date   

August 2010 SIKM Call: Marcia Conner - Social Learning #monthly-call #learning

Stan Garfield
 
Edited

TO: SIKM Leaders Community

Today we held our 63rd monthly call, featuring Marcia Conner on Social Learning.

Thanks to Marcia for presenting, to Andrew Gent for recording, and to those who participated. You can continue the discussion by replying to this thread.


Re: Headcount for Knowledge Base Implementations #governance #survey

Brennan, Sharon F <sharon.f.brennan@...>
 

BRIEFLY DESCRIBE THE SYSTEM AND CONTENT:
Knowledge base system used to store documents on products, services, and campaigns as well as Industry specific content (eg industry white papers).  Knowledge base is used by sales staff across three business units all serving business customers.

IS THE SYSTEM USED TO PUBLISH CONTENT EXTERNALLY (i.e.: self-service site), INTERNALLY, OR BOTH:
System is used to publish content internally.

APPROXIMATELY WHAT VOLUME OF RECORDS ARE IN THE SYSTEM? (dozens, hundreds, thousands?):
3000 or so

HOW MANY DEDICATED HEADS ARE FOCUSED ON MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC (business) OR TACTICAL (content management) LEVEL OR BOTH?
Strategic: 1
Tech Support: 1 tactical.  External vendor support: 1

HOW MANY EMPLOYEES ASSIST PART-TIME WITH MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC OR TACTICAL LEVEL OR BOTH?
Tactical: 2
 

Sharon Brennan - Manager

Collaboration & Knowledge | Collaboration, Knowledge & Intelligence | Enterprise & Government

PHONE 03 8661 1812 | MOBILE 0419 135 404

EMAIL sharon.f.brennan@... | WEB www.telstra.com/enterprise

This communication may contain CONFIDENTIAL or copyright information of Telstra Corporation Limited (ABN 33 051 775 556). If you have received this communication in error, please reply to this e-mail to notify the sender of its incorrect delivery and delete both it and your reply and do not use it in any other way or rely on it.



From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of jacobwatts
Sent: Saturday, 14 August 2010 6:37 AM
To: sikmleaders@...
Subject: [sikmleaders] Headcount for Knowledge Base Implementations

 

I'm trying to get a feel for what is 'normal' in terms of resources to manage a knowledge base, and hope some of you will play along. For the purpose of this poll I'd like to define a knowledge base as a searchable repository of fragmented knowledge, managed by a select audience of trained individuals and used by many. Traditional Tech Support KBs could be included, but in our case we are also documenting processes for self-service and a service organization. This can be a system you currently manage or previously managed. I'll go first and leave an empty template below:

BRIEFLY DESCRIBE THE SYSTEM AND CONTENT:
Knowledge base system used to store articles on products (troubleshooting and usability) and service related inquiries (customer-facing self-service and internal processes) .

IS THE SYSTEM USED TO PUBLISH CONTENT EXTERNALLY (i.e.: self-service site), INTERNALLY, OR BOTH:
Both.

APPROXIMATELY WHAT VOLUME OF RECORDS ARE IN THE SYSTEM? (dozens, hundreds, thousands?):
Thousands.

HOW MANY DEDICATED HEADS ARE FOCUSED ON MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC (business) OR TACTICAL (content management) LEVEL OR BOTH?
Tech Support: 1 tactical, 1 mixed. Service: 1 mixed.

HOW MANY EMPLOYEES ASSIST PART-TIME WITH MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC OR TACTICAL LEVEL OR BOTH?
Tech Support: A few tactical. Service: approx. 15 tactical.

=======================================

BRIEFLY DESCRIBE THE SYSTEM AND CONTENT:

IS THE SYSTEM USED TO PUBLISH CONTENT EXTERNALLY (i.e.: self-service site), INTERNALLY, OR BOTH:

APPROXIMATELY WHAT VOLUME OF RECORDS ARE IN THE SYSTEM? (dozens, hundreds, thousands?):

HOW MANY DEDICATED HEADS ARE FOCUSED ON MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC (business) OR TACTICAL (content management) LEVEL OR BOTH?

HOW MANY EMPLOYEES VOLUNTEER TO ASSIST WITH MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC OR TACTICAL LEVEL OR BOTH?


August 2010 SIKM Call: Marcia Conner - Social Learning #monthly-call #learning

Stan Garfield
 

This is a reminder of tomorrow's monthly call from 11 am to 12 noon EDT.

August 17: Marcia Conner - Social Learning

* The presentation (Note: this version is for use on the call only -
a final version will be posted later) is available in:

* SlideShare
http://www.slideshare.net/SIKM/social-learningmarciaconner
<http://www.slideshare.net/SIKM/social-learningmarciaconner> * PDF
http://groups.yahoo.com/group/sikmleaders/files/Social%20Learning%20-%20\;
mconner081710.pdf
<http://groups.yahoo.com/group/sikmleaders/files/Social%20Learning%20-%2\;
0mconner081710.pdf>



We can use the KMers.org Twitter channel for online chatting. Visit
http://www.kmers.org/chat or use the #KMers
hash tag in Twitter. NOTE: The weekly KMers chat will follow our call
immediately, and you are welcome to participate in that as well.

Regards,
Stan

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Re: Headcount for Knowledge Base Implementations #governance #survey

john.mcquary@...
 

BRIEFLY DESCRIBE THE SYSTEM AND CONTENT:
Global, enterprise-wide system with integrated content, expertise location,
profiles, and discussion forums.

IS THE SYSTEM USED TO PUBLISH CONTENT EXTERNALLY (i.e.: self-service site),
INTERNALLY, OR BOTH:
Internal use.

APPROXIMATELY WHAT VOLUME OF RECORDS ARE IN THE SYSTEM? (dozens, hundreds,
thousands?):
23,000 users (down from almost 30,000)
Approx. 200,000 records including some revision histories

HOW MANY DEDICATED HEADS ARE FOCUSED ON MANAGEMENT OF THE SYSTEM, AND DO
THEY OPERATE AT A STRATEGIC (business) OR TACTICAL (content management)
LEVEL OR BOTH?
Core KM Team (Leader-0.5, Communications -1FTE [two individuals], Community
deployment & performance support -3, Current platform support & development
of new platform - 3.5) Mostly strategic. Even the software folks are very
focused on how their activities drive knowledge sharing behaviors.

Community Knowledge Managers -51 - Both strategic and tactical focus on
knowledge flow in the technology-based community (partially funded)

HOW MANY EMPLOYEES VOLUNTEER TO ASSIST WITH MANAGEMENT OF THE SYSTEM, AND
DO THEY OPERATE AT A STRATEGIC OR TACTICAL LEVEL OR BOTH?
Community Leaders -46 - Strategic focus on the people side of the community

Subject matter experts -3500 in 1000 areas - Strategic

- John

John McQuary l FLUOR l Vice President | Knowledge Management & Technology
Strategies l john.mcquary@fluor.com l O 281.263.2533 l IODC 10.2533| M
713.213.5342




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Re: Level-based communities of practice #CoP

Lisa Austin
 

Way back in 1987, before anyone ever talked about KM or communities, I started a financial analysis supervisors network. Why? Because I wanted to know what other supervisors were doing to perform the same work. We were all the same level, located across the US and reported up to different managers and were matrixed to different functional areas. And yes, it was within the practice of financial analysis, however, this "level" of responsibility had it's own demands, practices and involvement in the organization. The sharing of the practice of financial analysis supervision was very helpful….

Move to 2010 and I would create a Finance Community of Practice and have special interest group of the supervisor level. So in your situation, it could be a "Consulting" community of practice - the domain of knowledge being consulting and the purpose would be building the capacity of your consultants to perform the job of consulting. You might say… isn't that what training & development is for? Yes, it is. That is why I would place these level or role based communities under the responsibility of this functional area. The value to the organization would be to ensure the training of consultants continues to build the knowledge and skills of that role. And, that the training continues to reflect the real practical experience of what is happening out in the field. It also becomes the place where you can create the coaching and mentoring opportunities in order to move individuals from one level of that role to the next. Or in the case of retention of knowledge, the sharing of knowledge and experience from senior levels to the newbies coming on board. The strategic purpose of these types of communities is to constantly raise the bar of knowledge, skills and performance levels of your organization.

So my opinion would be absolutely level-based communities can be of value. Communities or networks are always of value when you bring together people who are either cross-organizational, cross-client, or cross-geographical.

Lisa Austin
The KM Coach

--- In sikmleaders@yahoogroups.com, "StanGarfield" <stangarfield@...> wrote:


In the past few weeks I have received a number of requests for
communities of practice based on the job level of the intended members.
For example, consultant, senior consultant, and so on.



I am interested in your thoughts and experiences with communities of
this type. What are some possible benefits of a community based on the
level of the members (e.g., senior consultant), as opposed to one based
on a topic of interest to people of multiple levels (e.g., cloud
computing)?



I posted this question within my firm and received this reply from Lee
Romero:



"No specific experience to share, but my first reaction is - what is it
that such a community would be trying to achieve? A community should be
about knowledge sharing and learning about a specific domain (most
communities that are designated a "community of practice" relate to a
particular domain of strategic value to an organization, I'd also say).



So my question would be - what is it that a community of (say), "Senior
Consultant" be focused on? Would they share knowledge and insights
about what it takes to be a senior consultant? What is an example of
such a thing that would be divorced from the domain in which they are
practicing?



Let's assume that such a community exists. I would imagine it would not
be populated by people who already *are* senior consultants but on
people who want to be promoted - it could be useful for sharing
information on what one needs to do in order to get promoted. Perhaps
that's the intent with these?



Even there, frankly, it doesn't seem like there's much of a community -
the kinds of things one might share around the topic of "what do I need
to do to get promoted?" would generally be more of a question for HR
policies and/or between a person and his/her counselor.



Another question - I think the success of a community depends on people
being able to self-identify themselves as a member. Do people think of
themselves as a "Senior consultant" or a "Manager" or do they think of
themselves as being in the "cloud computing" practice or the "HR
Transformation" practice (with their level being ancillary)? I'd
suspect the latter."



What do others have to say about this? I look forward to your replies.


Re: Headcount for Knowledge Base Implementations #governance #survey

Carl Frappaolo <cfraff@...>
 

My answers below. Please keep me in lop - would lie to see final. Are you going to do a roll up?

On Fri, Aug 13, 2010 at 4:37 PM, jacobwatts <jacob.watts@...> wrote:
 

I'm trying to get a feel for what is 'normal' in terms of resources to manage a knowledge base, and hope some of you will play along. For the purpose of this poll I'd like to define a knowledge base as a searchable repository of fragmented knowledge, managed by a select audience of trained individuals and used by many. Traditional Tech Support KBs could be included, but in our case we are also documenting processes for self-service and a service organization. This can be a system you currently manage or previously managed. I'll go first and leave an empty template below:

BRIEFLY DESCRIBE THE SYSTEM AND CONTENT:
Knowledge base system used to store articles on products (troubleshooting and usability) and service related inquiries (customer-facing self-service and internal processes) .

IS THE SYSTEM USED TO PUBLISH CONTENT EXTERNALLY (i.e.: self-service site), INTERNALLY, OR BOTH:
Both.

APPROXIMATELY WHAT VOLUME OF RECORDS ARE IN THE SYSTEM? (dozens, hundreds, thousands?):
Thousands.

HOW MANY DEDICATED HEADS ARE FOCUSED ON MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC (business) OR TACTICAL (content management) LEVEL OR BOTH?
Tech Support: 1 tactical, 1 mixed. Service: 1 mixed.

HOW MANY EMPLOYEES ASSIST PART-TIME WITH MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC OR TACTICAL LEVEL OR BOTH?
Tech Support: A few tactical. Service: approx. 15 tactical.

=======================================

BRIEFLY DESCRIBE THE SYSTEM AND CONTENT:

Knowledge base system used to store articles on products (troubleshooting and usability) and service related inquiries (customer-facing call center service and internal processes) .


IS THE SYSTEM USED TO PUBLISH CONTENT EXTERNALLY (i.e.: self-service site), INTERNALLY, OR BOTH:

At the moment internally. Eventually Both


APPROXIMATELY WHAT VOLUME OF RECORDS ARE IN THE SYSTEM? (dozens, hundreds, thousands?):

Hundreds


HOW MANY DEDICATED HEADS ARE FOCUSED ON MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC (business) OR TACTICAL (content management) LEVEL OR BOTH?
4 strategic  15 tactical
HOW MANY EMPLOYEES VOLUNTEER TO ASSIST WITH MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC OR TACTICAL LEVEL OR BOTH?
virtually everyone - thousands at the tactical level




--
Carl Frappaolo
Co-founder and Principal
Information Architected, Inc.
Ten Post Office Square
Boston, MA 02109
617-933-2584
cf@...
blog:  www.takingaiim.com
Twitter @carlfrappaolo


Headcount for Knowledge Base Implementations #governance #survey

jacobwatts <jacob.watts@...>
 

I'm trying to get a feel for what is 'normal' in terms of resources to manage a knowledge base, and hope some of you will play along. For the purpose of this poll I'd like to define a knowledge base as a searchable repository of fragmented knowledge, managed by a select audience of trained individuals and used by many. Traditional Tech Support KBs could be included, but in our case we are also documenting processes for self-service and a service organization. This can be a system you currently manage or previously managed. I'll go first and leave an empty template below:

BRIEFLY DESCRIBE THE SYSTEM AND CONTENT:
Knowledge base system used to store articles on products (troubleshooting and usability) and service related inquiries (customer-facing self-service and internal processes) .

IS THE SYSTEM USED TO PUBLISH CONTENT EXTERNALLY (i.e.: self-service site), INTERNALLY, OR BOTH:
Both.

APPROXIMATELY WHAT VOLUME OF RECORDS ARE IN THE SYSTEM? (dozens, hundreds, thousands?):
Thousands.

HOW MANY DEDICATED HEADS ARE FOCUSED ON MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC (business) OR TACTICAL (content management) LEVEL OR BOTH?
Tech Support: 1 tactical, 1 mixed. Service: 1 mixed.

HOW MANY EMPLOYEES ASSIST PART-TIME WITH MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC OR TACTICAL LEVEL OR BOTH?
Tech Support: A few tactical. Service: approx. 15 tactical.

=======================================

BRIEFLY DESCRIBE THE SYSTEM AND CONTENT:


IS THE SYSTEM USED TO PUBLISH CONTENT EXTERNALLY (i.e.: self-service site), INTERNALLY, OR BOTH:


APPROXIMATELY WHAT VOLUME OF RECORDS ARE IN THE SYSTEM? (dozens, hundreds, thousands?):


HOW MANY DEDICATED HEADS ARE FOCUSED ON MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC (business) OR TACTICAL (content management) LEVEL OR BOTH?


HOW MANY EMPLOYEES VOLUNTEER TO ASSIST WITH MANAGEMENT OF THE SYSTEM, AND DO THEY OPERATE AT A STRATEGIC OR TACTICAL LEVEL OR BOTH?


Re: Level-based communities of practice #CoP

David <davidthomas4@...>
 

'Peer Level' groups are very common in the consulting part of our business - and in fact heavily supported in multiple offices. It is definetly not about exclusion - rather about peer level support because you are all in the same boat together

thanks
Dave

--- In sikmleaders@yahoogroups.com, "StanGarfield" <stangarfield@...> wrote:


Matt,

These requests have come from practitioners, not from HR or a senior
exec. But I think the practitioners may be requesting this with the
encouragement of senior sponsors. It may be motivated by trying to help
those people at one level prepare to be promoted to the next level.

Regards,
Stan

--- In sikmleaders@yahoogroups.com, Matt Moore <innotecture@> wrote:
Who have these requests come from? Is it from the managers,
consultants themselves or from HR or a senior exec?


Re: Level-based communities of practice #CoP

Matt Moore <innotecture@...>
 

Fair enough.

My take is that a mentoring program would be more appropriate for that. What might be interesting is to open up some of those mentoring conversations into a shared space - perhaps anonymously - perhaps not.

Cheers,

Matt Moore

On Aug 13, 2010, at 11:01 PM, "StanGarfield" <stangarfield@...> wrote:

 


Matt,

These requests have come from practitioners, not from HR or a senior
exec. But I think the practitioners may be requesting this with the
encouragement of senior sponsors. It may be motivated by trying to help
those people at one level prepare to be promoted to the next level.

Regards,
Stan

--- In sikmleaders@..., Matt Moore wrote:
> Who have these requests come from? Is it from the managers,
consultants themselves or from HR or a senior exec?


 


Re: Level-based communities of practice #CoP

Stan Garfield
 

Matt,

These requests have come from practitioners, not from HR or a senior
exec. But I think the practitioners may be requesting this with the
encouragement of senior sponsors. It may be motivated by trying to help
those people at one level prepare to be promoted to the next level.

Regards,
Stan

--- In sikmleaders@yahoogroups.com, Matt Moore <innotecture@...> wrote:
Who have these requests come from? Is it from the managers,
consultants themselves or from HR or a senior exec?


Re: KM certification at Brazil #certification

Douglas Weidner
 

Boris,

 

For not wanting to contribute to the critical discussion of ‘to certify or to certificate’, you certainly seem to have stepped into it. J

 

However, you might want to correct at least a few of your assertions:

Weidner was one of the founders of KMPro and Exec Director of its Learning Center and author of its cert program, not just an instructor…and attendees knew that.

The KM Institute e-learning certification does have assessments, one for each of its four themes. The workshop has in-class participation in exercises and dialogue as the cert criteria.

 

On assessments, we are planning a much more rigorous KM simulation as the common criteria for both programs, because we believe that true/false and multiple choice don’t reflect mastery and competency in the Knowledge Age as much as the ability to do, which a simulation can certainly simulate. What do you think of a simulation as the cert criteria? Maybe we can discuss offline.

 

Correct, there is yet no internationally accepted KM accrediting body. But, consider project management—over many decades the Project Management Institute has become the de facto standard. The International Knowledge Management Institute (KM Institute), with a huge share of the past and present market, is emerging as the de facto standard – over 75% of all documented worldwide certs for 1999-2009 (including my students at KMCI – June 2001 and KMPro – Oct 2001 – 2004). The 2009/2010 share is accelerating. Here’s one reason, with which I assume you agree.

 

One requirement for international acceptance is for the training and certification to exist in more than one language, as you mentioned as a negative for the German-only program (VIST). That is why the KM Institute program is being translated into Spanish, Mandarin, Farsi (all in 2010) and Arabic (2011), some in affiliation with universities. Having KM cert available in many languages, taught in either English or native language by local expert KM practitioners (as we do in Switzerland – five KM experts), will only accelerate KM Institute acceptance, in my opinion.

 

In addition, the KM Institute has commenced what we consider to be much needed industry-specific KM certifications, including:

·         Certified Nuclear KM (already being offered by a leading consultancy in nuclear field)

·         Certified Aerospace KM (being designed now by leading experts from the leading companies) and

·         KM focused on development organizations (slated for planning this Winter).

 

A few others are being contemplated (healthcare, etc.) and any industry-specific KM experts in this community are welcome to contact me to discuss.

 

I agree universities and established management institutes have credentials that demand inclusion. That’s why the KM Institute has sought and been endorsed by many universities and leading management societies, and why its share will continue to accelerate, including:

·         Universidad Del Rosario (Bogota, Columbia) and  Universidad Pontificia Bolivariana (Medellin, Columbia) where it is being translated into Spanish for all of Latin America, except Brazil (Portuguese)

·         Malaysian Institute of Management and Asian Assoc of Management Organizations (15 countries from India to Japan)

·         US Army Warrant Officer Career College

·         Cal State Univ, which has offered the KM Institute Cert through its extension program and will be commencing again soon

·         Other universities are seeking affiliation, but as you know they sometimes move more slowly than commercial firms.

 

I agree that Hong Kong Polytechnic University probably has a great KM program. I knew most of their faculty in the 2003-2004 era and it is first rate. Oh, and you didn’t mention at least eight were certified by me in those formative years. L

 

And, as to proof of organizations accepting (companies accredit KM certifications), many have. Here’s one example, the US Military.

The KM Institute has become the preferred KM training provider for most of the combatant commands. Private and enterprise certification programs have been initiated at NorthCom (four years running), SouthCom, Eucom, JSOC, JF-Pentagon, and USF-Korea (two years). In addition, the KM Institute has provided certification training at US Dept of Defense Agencies and Services, such as Defense Intelligence Agency, NavSea, AF Material Command, AF Air Mobility Command, Army JAG, US Marines (Camp Lejeune), and various National Guards.

 

We also believe in life-long learning for all past students. They enjoy ongoing/full access to our “Hot Topics” section at the KM Institute portal, which is exclusive to students.  Hot Topics are video vignettes (K Nuggets of at least 10-min duration) on new/emerging KM trends and insights gained by practitioners, such as Social Media, Personal KM, Knowledge Maturity Model (KMM™).  The KM Institute works with SMEs/Speakers to deliver new KM-related video vignettes and we plan on adding up to 10 more before the end of the year!

 

So, Boris, I think we are doing a good job--providing a needed service, and we believe the market will decide.

 

If you’d like to discuss this issue further, let’s go offline.

 

Respectfully,

Douglas Weidner, Chairman, KM Institute

 

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Boris Jäger
Sent: Thursday, August 12, 2010 3:00 AM
To: sikmleaders@...
Subject: Re: Re : [sikmleaders] KM certification at Brazil

 

 

Hi Beatriz,

I don't want to contribute to the critical discussion of "to certify or to certificate (or to neither nor)" KM competencies. I just want you to read the following:

Joseph M. Firestone: KMCI Position Statement on KM Standards and "Certification" Programs. Alexandria, VA: Knowledge Management Consortium International, April 28, 2003
Link: http://www.kmci.org/media/KMCI_Position_Statement.pdf

As for the KMI certification I just want to mention that attendees do not have to prove their competency in KM. There is no test or something ... Further, a bunch of the attendees were certified with a KM certification from the KM Professional society (KMPro, http://www.kmpro.org/) - Mr Weidner was at KMPro first. So maybe people took the KMpro certification because it was offered by KMPro, not because it was offered by Mr. Weidener, the instructor? Does this mean you should cooperate with KMPro? No! Why? Nowdays it seems that KMPro is only the non-profit mask of the commercial KM certification provider Hudson Associates Consulting (http://hacinc.com/), which acquired eKnowledgeCenter, an other misterious KM certification provider, in 2007 (                                                                 http://hacinc.com/index.php?option=com_content&task=view&id=6&Itemid=29 , http://eknowledgecenter.com). eKnowledgeCenter emerged from the Knowledge Management Consortium International (http://kmci.org/). An other us-based KM training provider offering a certificate (NOT certification, see statement above) in KM. eKnowledgeCenter certification is now offered through KMPro, too. Confused? Me either! It's some kind of weired...

As for the VIST certification offered in the name of the International Council on Knowledge Management (ICKM) it seems that ICKM no longer exists. At least the website is fo sale (see http://www.ickm.info/). Apart from that it's strange that an international KM organisation is offering certification through a training provider with a website in German language only.

In general all KM certification programs are not accredited by any accrediting non-profit organization. There is no proof that companies accredit KM certifications from any training provider. So what to do? Go to universities and get a KM certificate? Too long but at least such certificates give some kind of security as you goot the from a university.

So the best would be to get a KM certification from an accredited and popular university, right? And the solution is (maybe):

Hong Kong Polytechnic University, Knowledge Management Research Centre (HKPoly KMRC)

The are offering a

Certified Knowledge Professionals program
Link: http://www.ise.polyu.edu.hk/km/content/ckp_01.htm

HKPoly KMRC is not only offering KM certification but a hole bunch more (range: KM training,..., PhD in KM - see http://kmrc.ise.polyu.edu.hk/services_program.php). It is very popular, btw.

And Douglas, ...

"In theory there is no difference between theory and practice.
In practice there is." - Jan van de Snepschuet, Dutch-American computer scientist and educator (1953 - 1994)

BUT

"There is no practice without theory
and no theory without practice."

Regards from Rainy Germany
Boris 4KMeduHub

http://kmeducationhub.de - "Find and promote educational and training opportunities in Knowledge Management worldwide!"

--- In sikmleaders@..., "Gobi, Birgit (TS Technology Consulting EMEA KM)" wrote:
>
> Dear Beatriz,
>
> I have recently met the following contact at a KM conference in Vienna, Austria:
>
> Mr. Franz Barachini
>
> Vienna International School of Thought (VIST)
>
> VIST© performs international certifications of KM Education (through ICKM<http://www.ickm.info/>), valid worldwide. This includes (personal) certifications for 3 categories:
>
> · Certified Knowledge ManagerIn,
>
> · Senior Knowledge ManagerIn und
>
> · Executive Knowledge ManagerIn
>
> The clue is: die training sessions can be taken in different institutes/school, and VIST offers a worldwide certification program.
>
> Vist was founded by Franz Barachini, working for the Technology University Vienna.
>
> Web page: http://www.vist.cc/ (in German language only for now?). If you click on “Anfrage” = Request/contact (in the top navigation), you can send an e-mail (and I am sure you will receive English collateral in turn). Or you just use the direct contact details: Vist og | Stutterheimstraße 16-18/2/3 | A-1150 Wien
> Fon +43.1.789 06 12 12 | Fax +43.1.789 06 12 15 | management@...
> Hope this helps!
>
> BR, Birgit
> Birgit Gobi (name change from Birgit Gotthart!)
> HP Enterprise Business
> Technology Services EMEA - Technology Consulting
> Knowledge Management Lead
> Hewlett-Packard Ges.m.b.H.
> Wienerbergstrasse 41, A-1120 Wien
> Tel.: +43(0)1/81118-6858
> Fax: +43(0)1/81118-8080
> Mobile: +43-(0)664/8112879
> mailto:birgit.gobi@...
> http://www.hp.com/at
>
> Firmenbuchgericht: Handelsgericht Wien; Firmenbuchnummer: FN94241s
> Firmensitz: Wienerbergstraße 41, 1120 Wien
>
> From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Francoise Rossion
> Sent: Montag, 02. August 2010 10:18
> To: sikmleaders@...
> Subject: Re : [sikmleaders] KM certification at Brazil
>
>
> Hello Beatriz,
>
> In Belgium, a KM certificate is provided by the Free University of Brussels. The certifcate consists in the following:
>
> * the student needs to attend 5 modules of 5 days during 1 year (the student do not have to subscribe to the academic year as it takes place within the "business education" program offered by the university, aimed for adults and working guys);
> * by the end of the year, she/he needs to prepare a work that demonstrates the she/he has understood the underlying KM principles; this work needs to be presentedt to the teachers (there are three teachers; I am one of those).
> If she/he is successulf, she/he gets the certificate.
>
> My 2 cents,
>
> Françoise
>
> ________________________________
> De : Beatriz Benezra
> À : sikmleaders@...
> Envoyé le : Lun 2 août 2010, 10h 05min 27s
> Objet : [sikmleaders] KM certification at Brazil
>
>
>
> Hello,
> I´m a member of Bazilian Society of Knowledge Management (Sociedade Brasileira de Gestão do Conhecimento - SBGC). We are looking for a KM certifiction model to deploy at Brazil. The idea is to bring an existing certficaton model to run here under SBGC supervison. Do you have any recomendation?
>
> Thanks in advance!
> Regards,
>
> Beatriz
>


Re: KM certification at Brazil #certification

Boris Jaeger
 

Hi Beatriz,

I don't want to contribute to the critical discussion of "to certify or to certificate (or to neither nor)" KM competencies. I just want you to read the following:

Joseph M. Firestone: KMCI Position Statement on KM Standards and "Certification" Programs. Alexandria, VA: Knowledge Management Consortium International, April 28, 2003
Link: http://www.kmci.org/media/KMCI_Position_Statement.pdf

As for the KMI certification I just want to mention that attendees do not have to prove their competency in KM. There is no test or something ... Further, a bunch of the attendees were certified with a KM certification from the KM Professional society (KMPro, http://www.kmpro.org/) - Mr Weidner was at KMPro first. So maybe people took the KMpro certification because it was offered by KMPro, not because it was offered by Mr. Weidener, the instructor? Does this mean you should cooperate with KMPro? No! Why? Nowdays it seems that KMPro is only the non-profit mask of the commercial KM certification provider Hudson Associates Consulting (http://hacinc.com/), which acquired eKnowledgeCenter, an other misterious KM certification provider, in 2007 (http://hacinc.com/index.php?option=com_content&task=view&id=6&Itemid=29 , http://eknowledgecenter.com). eKnowledgeCenter emerged from the Knowledge Management Consortium International (http://kmci.org/). An other us-based KM training provider offering a certificate (NOT certification, see statement above) in KM. eKnowledgeCenter certification is now offered through KMPro, too. Confused? Me either! It's some kind of weired...

As for the VIST certification offered in the name of the International Council on Knowledge Management (ICKM) it seems that ICKM no longer exists. At least the website is fo sale (see http://www.ickm.info/). Apart from that it's strange that an international KM organisation is offering certification through a training provider with a website in German language only.

In general all KM certification programs are not accredited by any accrediting non-profit organization. There is no proof that companies accredit KM certifications from any training provider. So what to do? Go to universities and get a KM certificate? Too long but at least such certificates give some kind of security as you goot the from a university.

So the best would be to get a KM certification from an accredited and popular university, right? And the solution is (maybe):

Hong Kong Polytechnic University, Knowledge Management Research Centre (HKPoly KMRC)

The are offering a

Certified Knowledge Professionals program
Link: http://www.ise.polyu.edu.hk/km/content/ckp_01.htm

HKPoly KMRC is not only offering KM certification but a hole bunch more (range: KM training,..., PhD in KM - see http://kmrc.ise.polyu.edu.hk/services_program.php). It is very popular, btw.

And Douglas, ...

"In theory there is no difference between theory and practice.
In practice there is." - Jan van de Snepschuet, Dutch-American computer scientist and educator (1953 - 1994)

BUT

"There is no practice without theory
and no theory without practice."

Regards from Rainy Germany
Boris 4KMeduHub

http://kmeducationhub.de - "Find and promote educational and training opportunities in Knowledge Management worldwide!"

--- In sikmleaders@yahoogroups.com, "Gobi, Birgit (TS Technology Consulting EMEA KM)" <birgit.gobi@...> wrote:

Dear Beatriz,

I have recently met the following contact at a KM conference in Vienna, Austria:

Mr. Franz Barachini

Vienna International School of Thought (VIST)

VIST© performs international certifications of KM Education (through ICKM<http://www.ickm.info/>), valid worldwide. This includes (personal) certifications for 3 categories:

· Certified Knowledge ManagerIn,

· Senior Knowledge ManagerIn und

· Executive Knowledge ManagerIn

The clue is: die training sessions can be taken in different institutes/school, and VIST offers a worldwide certification program.

Vist was founded by Franz Barachini, working for the Technology University Vienna.

Web page: http://www.vist.cc/ (in German language only for now?). If you click on “Anfrage� = Request/contact (in the top navigation), you can send an e-mail (and I am sure you will receive English collateral in turn). Or you just use the direct contact details: Vist og | Stutterheimstraße 16-18/2/3 | A-1150 Wien
Fon +43.1.789 06 12 12 | Fax +43.1.789 06 12 15 | management@...
Hope this helps!

BR, Birgit
Birgit Gobi (name change from Birgit Gotthart!)
HP Enterprise Business
Technology Services EMEA - Technology Consulting
Knowledge Management Lead
Hewlett-Packard Ges.m.b.H.
Wienerbergstrasse 41, A-1120 Wien
Tel.: +43(0)1/81118-6858
Fax: +43(0)1/81118-8080
Mobile: +43-(0)664/8112879
mailto:birgit.gobi@...<mailto:birgit.gotthart@...>
http://www.hp.com/at

Firmenbuchgericht: Handelsgericht Wien; Firmenbuchnummer: FN94241s
Firmensitz: Wienerbergstraße 41, 1120 Wien

From: sikmleaders@yahoogroups.com [mailto:sikmleaders@yahoogroups.com] On Behalf Of Francoise Rossion
Sent: Montag, 02. August 2010 10:18
To: sikmleaders@yahoogroups.com
Subject: Re : [sikmleaders] KM certification at Brazil


Hello Beatriz,

In Belgium, a KM certificate is provided by the Free University of Brussels. The certifcate consists in the following:

* the student needs to attend 5 modules of 5 days during 1 year (the student do not have to subscribe to the academic year as it takes place within the "business education" program offered by the university, aimed for adults and working guys);
* by the end of the year, she/he needs to prepare a work that demonstrates the she/he has understood the underlying KM principles; this work needs to be presentedt to the teachers (there are three teachers; I am one of those).
If she/he is successulf, she/he gets the certificate.

My 2 cents,

Françoise

________________________________
De : Beatriz Benezra <beatriz_benezra@...>
À : sikmleaders@yahoogroups.com
Envoyé le : Lun 2 août 2010, 10h 05min 27s
Objet : [sikmleaders] KM certification at Brazil



Hello,
I´m a member of Bazilian Society of Knowledge Management (Sociedade Brasileira de Gestão do Conhecimento - SBGC). We are looking for a KM certifiction model to deploy at Brazil. The idea is to bring an existing certficaton model to run here under SBGC supervison. Do you have any recomendation?

Thanks in advance!
Regards,

Beatriz


Re: KM in the cloud for small biz #tools

Jack Vinson <jackvinson@...>
 

MarciaMarcia-

 

I’d love to know what you come up with as well.  Our shop of three people have wondered about this from time to time as well.  Sharing everything on email “works,” but there are clearly better ways to do things.  Nothing stands out.

 

The local Boston meetup of SIKM Leaders went through this a bit with deciding on a “platform” for coordinating local activities.  They came up with a list of 16 features and then ranked them based on perceived importance.  (None of the needs said “mobile access.”)  They ended up going with PBWiki.  Your description makes it sound like they may want to go in a different direction.  What key things are they looking for?

 

Based on what you said, we have these elements.  But there are clearly other elements that made you think of Lotus Notes or Evernote as options.  Why don’t GoogleDocs and Basecamp work for them?  What else have they tried?  (Have they looked at SocialText or Traction?):

 

·         Mobile access

·         Works with Mac and PC (in other words: works on all browsers)

·         Accessible from anywhere

·         Post ideas / meeting notes

·         Create discussions (around the ideas / notes?)

·         Can easily add documents / files

·         Can easily pull out documents / files  (Does this mean “no lock in?”)

 

For what it’s worth, here was the list from SIKM Boston.  I think your connection has a different set of needs:

·         Login/secured to SI KM Boston members

·         No domain name constraints (i.e. anyone can access from anywhere)

·         Centralized access mgt (administration)

·         Free

·         Easy email to groups

·         Forum/threaded discussion

·         Profiles/individual pages

·         Member blog aggregation (previews, not just links)

·         Calendar of events with reminders

·         Doc upload and taxonomy tagging

·         Doc upload and folksonomy tagging

·         Search by keyword

·         Search by tag

·         Search by people

·         Alerts to selected activity

·         Presence

 

Jack Vinson

 

 

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Marcia Conner
Sent: Monday, 09 August 2010 9:38 PM
To: sikmleaders@...
Subject: [sikmleaders] KM in the cloud for small biz

 



Recently I was asked for recommendations on a very usable, mobile-enabled, cloud-based KM system for a tech-savvy small business. Rather than go the route of adopting an online community with a knowledge repository, they're thinking something more like Evernote with templates and a metadata structure so people can find the information across both a taxonomy and a folksonomy. While OneNote might do much of what they're looking for, backing a Microsoft app might be a hard pill to swallow as they like to think of themselves (and want to support) the leading edge. [In disclosure, I was a 'softee when we were the leading edge, and even I can now appreciate this concern.] Oh, and Googledocs and Basecamp is what they're using now in the interim, and they can see neither of them are long-term solutions because of poor mobile integration, difficulty getting stuff out of them, and just general issues with not being designed for this purpose.

 

They are mostly a mac shop, but a few people use PCs. Everyone has mobile, and more than half the folks are young enough to not have any clue what is knowledge management so there is no expectation of features: they just want it to be intuitive, easy to access and contribute to, and help them share notes on meetings as easily as things they're writing, or ideas they are noodling on, or materials they've been sent from someone outside the organization. 

 

When I said, "So you mean sort of like a modern, light, easy to use, mobile Lotus Notes..." almost no one had a clue what I meant. Hoping perhaps you do.

 

I welcome all suggestions, ideas, challenges, whatever. My aim is to put together a list of options (including those that do meet all the criteria) by early next week, and then work through with them the pros and cons of each. I will happily, joyfully, share the list with all of you if there is interest. Tools like FluidDB hold a lot of promise, so I have high hopes for the future, but it's now that I'm focused on.

 

Thanks in advance.

 

- Marcia

 

Marcia Conner

540-849-9011

@marciamarcia

 





Re: Retention of Critical Knowledge Questions for Interview #knowledge-retention

Dennie Heye
 

Hi Lisa,

Shell has a ROCK program and if you want I can share a presentation with you which was approved for external disclosure. Send me an e-mail at dennie.heye[at]shell.com and I will reply with the attachment.

best regards,

Dennie Heye
Global Knowledge Manager HR IT
Shell International (the Netherlands)

--- In sikmleaders@yahoogroups.com, "lsylvester68" <lisas@...> wrote:

I am a Knowledge Manager in a medium size law firm in Australia. After attendance at the KM & Collaboration conference, the firm is now looking at a ROCK programme being initiated. Although they have some idea of questions to be asked in the interview or questionairres, I would appreciate any recommendation of books, blogs, articles where this has been done before.


Regards


Lisa Sylvester | Knowledge Manager | Administration

MacGillivrays Solicitors | Level 2 | 200 Adelaide Street | Brisbane | QLD | 4000
T: 61 7 3228 5293 | F: 61 7 3221 8500 | E: lisas@...
GPO Box 2582 | Brisbane | QLD | 4001


Sharing Invitations to the August 17 Webinar and Knowledge-Lab #webinar

joel.muzard@...
 

Invitation for the August 17, 2010 K-NET Event :: Webinar and a Knowledge-Lab


Hello,



Welcome with new insights and ideas on how to improve your work environment through KM! We will be hosting a new Knowledge-LAB and you are invited. See New Schedule below!

K-LAB, a short version for Knowledge-Lab, is a virtual space where knowledge specialist craft ideas, information, and knowledge through an ongoing online dialogue and a visual language.  K-LAB can be thought of as an online Knowledge-Café, a virtual Open Space.

We provide a free, one-hour introduction course to facilitate participation and digital collaboration in K-Lab events.  During the course we will acquaint the participants with the specific Web 2.0 tools that are used for real-time collaboration without geographical barriers in K-Lab events, such as the WebIDEApro platform.

Both the K-Lab and the training session are free and require registration. To register follow the link below:
http://www.a-i-a.com/k-net/inscriptions/index.html

This month, we will be discussing the theme «Take 1 :: :: Intergenerational Learning :: it is possible in real time? Experiences, Case studies and co-construction of solutions. New people is joining the Organization and Experience is leaving. It is possible to Transfer Know-How in Real-Time?» .

The event will take place live on-line  (www.webideapro.com) on:

Date: August 17, 2010
Time:: (Please check your local time, time zones are changing, look for the new local daylight hours)

San Francisco, Vancouver: 11h (Pacific Time)
Calgary, Edmonton, 12h
Regina, 12h
Winnipeg: 13h
Toronto, Montreal, Quebec, Ottawa, Boston, New York: 14h (2 PM)
Fredericton, Moncton, Halifax: 15h (3 PM)

Brasilia, Sao Paulo, Rio de Janeiro : 15h (3 PM)
Bamako: 18h
London: 19h
Brussels: 20h
Amsterdam, Rome: 20h
Cape Town :20 h

Canberra: Please check...





Prior to the K-Lab Event, we will also hold a free training Webinar.
Please read below to learn how to access our live one-hour training on Web 2.0 Real-Time Collaboration Tools.



Where?  http://my.dimdim.com/garage99/
and join writing your First Name
Time:: (Please check your local time: http://www.timeanddate.com/worldclock/fixedtime.html?month=5&day=18&year=2010&hour=13&min=0&sec=0&p1=179 )

San Francisco, Vancouver: 10h (Pacific Time)
Calgary, Edmonton, 11h
Regina, 11h
Winnipeg: 12h
Toronto, Montreal, Quebec, Ottawa, Boston, New York: 13h (1 PM)
Fredericton, Moncton, Halifax: 14h (2 PM)

Brasilia, Sao Paulo, Rio de Janeiro : 14h (2 PM)

London: 18h
Brussels: 19h PM
Amsterdam, Rome: 19h PM
Cape Town : 19 h

Canberra: Please check...the next day in the morning


Following your registration to K-Lab, you will receive more information.
Both the K-Lab and the training session are free and require registration. To register follow the link below:
http://www.a-i-a.com/k-net/inscriptions/index.html

Invite a friend, it is fun!

Do not hesitate to contact us if you need any help.
See you online soon!




Joel and the K-Net Team
http://www.a-i-a.com/k-net



PS: Vera Granikov wrote a report on March Knowledge-Lab:
http://www.a-i-a.com/k-net/K-Lab%20Reports.html


Time:: (Please check your local time: http://www.timeanddate.com/worldclock/fixedtime.html?month=5&day=18&year=2010&hour=13&min=0&sec=0&p1=179 )


Re: Harvard Business Review Blog by Tom Davenport: "If Only BP Knew Now What it Knew Then" #case-studies

Laurence Lock Lee
 

This is an important article for those of us who worked for firms that had run "successful"  KM programmes around the time that BP was running their highly successful program and then saw the programme dismantled after a major organisational change like a merger or acqusition. In our case "success" was declared as the program was integrated with the organisation's business excellence program. Exactly the same fate as BP's program. At the time this didn't seem an unreasonable evolution, though you couldn't help but think that the job still wasn't quite done. However when the business excellence program then gets the axe because "we have learnt the lessons and it is now inculcated into our way of working" rationalisation then you really do start to think there is fundamentally something broken with management decision making.

Steve Denning has blogged about this and responds with his "Radical Management" approach http://stevedenning.typepad.com/steve_denning/2010/07/why-do-great-km-programs-fail.html  

The intellectual community has struggled with a similar effect where in the face of strong evidence in the value of intangibles in building shareholder value (viz Baruch Lev etc...) we still see no sustainable activity around intangibles when faced with something more tangible. Is this just "short termism"... preference for short sharp visible actions, over longer term investments in intangibles?


Laurence Lock Lee, PhD
Partner,
Optimice Pty Ltd
Ph: 0407001628






KM in the cloud for small biz #tools

Marcia Conner <marcia@...>
 

Recently I was asked for recommendations on a very usable, mobile-enabled, cloud-based KM system for a tech-savvy small business. Rather than go the route of adopting an online community with a knowledge repository, they're thinking something more like Evernote with templates and a metadata structure so people can find the information across both a taxonomy and a folksonomy. While OneNote might do much of what they're looking for, backing a Microsoft app might be a hard pill to swallow as they like to think of themselves (and want to support) the leading edge. [In disclosure, I was a 'softee when we were the leading edge, and even I can now appreciate this concern.] Oh, and Googledocs and Basecamp is what they're using now in the interim, and they can see neither of them are long-term solutions because of poor mobile integration, difficulty getting stuff out of them, and just general issues with not being designed for this purpose.

They are mostly a mac shop, but a few people use PCs. Everyone has mobile, and more than half the folks are young enough to not have any clue what is knowledge management so there is no expectation of features: they just want it to be intuitive, easy to access and contribute to, and help them share notes on meetings as easily as things they're writing, or ideas they are noodling on, or materials they've been sent from someone outside the organization. 

When I said, "So you mean sort of like a modern, light, easy to use, mobile Lotus Notes..." almost no one had a clue what I meant. Hoping perhaps you do.

I welcome all suggestions, ideas, challenges, whatever. My aim is to put together a list of options (including those that do meet all the criteria) by early next week, and then work through with them the pros and cons of each. I will happily, joyfully, share the list with all of you if there is interest. Tools like FluidDB hold a lot of promise, so I have high hopes for the future, but it's now that I'm focused on.

Thanks in advance.

- Marcia

Marcia Conner
540-849-9011
@marciamarcia


Re: Harvard Business Review Blog by Tom Davenport: "If Only BP Knew Now What it Knew Then" #case-studies

Michael Brown
 

Thanks Tom for this link/article. Sad that BP has to consider bring KM back!
 
Michael L. Brown, Founder & CEO
SkillsNET Enterprises
3295 North Hwy 77
Waxahachie, Texas 75165


O-972-923-2950
c-972-987-4599


SkillObjects: The OBJECT of work analysis



From: Tom Clark
To: sikmleaders@...
Sent: Thu, August 5, 2010 12:34:12 PM
Subject: [sikmleaders] Harvard Business Review Blog by Tom Davenport: "If Only BP Knew Now What it Knew Then"

 

Interesting piece about BP disaster and BP's dismantling of their KM program.

http://blogs. hbr.org/davenpor t/2010/08/ if_only_bp_ knew_now_ what_it_kn. html

Tom Clark
Knowledge Services Team Lead
MITRE Corp.
Bedford, MA USA 01730


Re: Three Eras of Knowledge Management - by Nancy Dixon #state-of-KM

Stan Garfield
 


Re: Level-based communities of practice #CoP

Andrew Gent <ajgent@...>
 

Like many others on this list, my initial reaction to the concept of job level CoPs was negative. What we in KM tend to think of as "communities" are usually hampered by arbitrary boundaries such as organization or job ranking.

But stepping outside of the de facto definition of "Communities of Practice" and thinking about the topic again, I realize that I have been a member of a job level-defined community more than once in my career. And I have even helped facilitate one in the past!

In the cases I remember when I was a member, the "community" was most definitely management-defined and sponsored and was usually focused around a specific event. Years ago when I was in Digital Equipment Corporation they held a company-wide consulting "summit", Only employees who were consulting engineers or higher were invited. The goal was clearly to spread ideas across organizational (and technical field) boundaries. There were hardware engineers, software engineers, pre-sales and field service experts. Selected members were invited to present -- in detail -- interesting aspects of work they were doing.

The event itself was exhilarating. It gave me a view into the working of the company I had not previously had. It also provided me with stories I have used since then, both within Digital and in other situations. This was, I suspect, one of the major goals of the event sponsors.

Another goal was clearly, given the size and global nature of the company at the time, to give its top technical people a chance to meet one another and establish better professional relationships. (I think this was explicitly stated as one of the goals at the beginning of the event.) However, as much as I personally learned from the proceedings, I am not sure how much of the latter goal was achieved. I certainly knew people's names and faces and was able to exchange pleasantries when I met them again later. But based on my experience and discussions with others involved, there were varying degrees to which actual knowledge sharing occurred outside of the one-time event.

Now you might not think of this example as a "community". But the fact is -- even just being able to identify other consultants made things easier whenever I was involved in some cross-company meeting. 

Was it worth the expense?  That may be questionable. But it obviously was seen as successful enough that I saw the approach tried at least twice more at Digital (in its later incarnations) by the same managers. So they felt it was successful.

As I say, I felt I got a lot out of the summit. But as an ongoing community, I believe the long-term effect is limited and tends to fade quickly because (surprise, surprise) when there was no actual shared activity or professional application requiring interaction among the members, people tended to go back to their day-to-day work. So from a KM perspective, I want to say the community didn't "succeed". But I must admit there are people I know as a consequence of that event that I would still feel free to call on as a friend and colleague (regardless of the fact that we no longer work for the same employer and have not spoken for years) if I had a question I felt they would be interested in. In that sense, there is some residual glow.

As another example, there was an occasion when I was invited (well, let me take that back, "encouraged" just short of "required" is probably more accurate) to participate in an online community of senior technologists within a large corporation. The goal was to create a profile of all of the members, giving us a way to find people a resource for finding experts in specific fields if the need arose.

Now, my area of expertise (information architecture) was really outside of the norm, so it was no surprise that I found little use for the system or the "community" it meant to foster. It was much faster for me to ask my network of friends to find a reliable resource than try to remember where the catalog of profiles resided. But based on discussions with others and the maintainers of the system, the entire process was a pretty thorough failure on all counts.

You could blame the failure on the technology, the approach, or several other aspects of the program. But in the end I think the fact is a community based on job levels rather than roles has little or no chance of success, unless the participants are *given* a role to share.

How could the summit, on the other hand, be considered a success as a community? Because the attendees were given the task of understanding each others' diverse roles and their relationships. Could it have a lasting effect? I'm not sure. I suspect the answer is no. But there may be some way to manufacture responsibilities on a job-level basis that might hold the community together. But that would require a considerable external effort as well as appropriate level-based job redefinition to keep things going.

And why would someone do that? I think this may be where the original request came from. [personal opinion and soapboxing follows.]  Management tends to believe that there is crucial business-changing opportunity within the minds of its "best" employees. It also believes those employees are identified by job-level. Activities with the potential of unleashing this opportunity are seen as  worthy of significant expense and putting these "great minds" together is one of the most popular ways of doing that. Thus the requests for "communities". Now keeping those great minds focused together on a problem is... well... a problem.

Andrew

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