Please share the invite to your Youth Networks

I agree with you Stan, the fact is that this is clearly a compendium and it explicitly links back to to a diversity of background sources. Nor does it make any independent claims to authority in and of itself. It does, however have very high utility as a resource bank, and users should be able to assess the authority of its constituent parts based on their originating sources (and references where given), on their proven utility, and on their relevance to the users’ contexts.

I received this further reply to my response: "If a KM practitioner or client does find such a list helpful, if it solves a problem or fulfills a need, then by definition it is a positive thing.  What concerns me is that, given your esteemed stature in the field, along with that of several other list contributors – these are some of the foremost minds in the field, IMO – I think such a list could 'in the wild' carry more weight than you give yourselves credit for.  If that is the case, then the fact that some idea or technique is -- or is not -- on the list becomes a matter of considerable materiality in and of itself.  Being on such a list inevitability implies recognition -- or even endorsement -- by these veteran experts.  I urge you to use your considerable powers of thought leadership carefully!"

 

I appreciate the concern. My view is that the list is not likely to be viewed as gospel. Rather, I think it will be seen simply as an organic compendium of terms and links to articles with additional details on each one that can be used as a starting point for learning more about the field. I was recently asked: "Do you have a taxonomy of knowledge management?" I was able to respond with a link to the list.

Hi everyone,
As I promised, attached is the model I constructed that describes a knowledge manager's role in organizations.
The purpose of the model was to make the knowledge manager (KM) role accessible to the organizational population who are not from the knowledge management field and serve as a base for further discussion for those who come for the KM field.
KM's role is multidisciplinary and continuously evolving. Therefore, in my opinion, the model should not be considered as a limited framework of activity but as a starting point for advancement.
While working on this model, I concluded that the uniqueness of the KM role stems from the combination of the four domains described in the model. The need to work simultaneously in all four parts widens the perspective and the perceiving of the knowledge contribution to the organization. 
I view the model as a map in which the KM can navigate and select different courses of action according to the needs of the organization and the business requirements. There is room to sketch recommended routes in different situations, and I invite you to suggest such ways. 
This model is the first cornerstone, as I would like to continue developing a complementary KM skill model and writing a paper that explains how I arrived at this specific model. 
I want to thank the members of this group for supplying me with materials and information, Thanks @Patrick_Lambe for inviting me to the ISKO SG sessions they were very interesting.

I would appreciate your opinion on the model.

Thanks,

Tami

Bibliography;

·       Druker P(1999). Management challenges for 21 st century (New York: Harper Business)

·       ISKO SG session 5.2021 http://www.iskosg.org/km_jobs.html

·       Williams D. (2016). A model for understanding knowledge systems (ABC’s for KM, Real KM). Retrieved from:
https://realkm.com/2016/01/07/a-model-for-understanding-knowledge-systems/

·       Saito A. (2015). Using competencies to bridge theory and practice [EKM series]. Retrieved from: 

·       https://realkm.com/2015/11/30/using-competencies-to-bridge-theory-and-practice-ekm-series/

·       Saito A. (2015). What is the scope of knowledge management? [EKM series]. Retrieved from:

·       https://realkm.com/2015/12/14/what-is-the-scope-of-knowledge-management-ekm-series/

·       Marcy Harper: What are the Best Four Components of Knowledge. Retrieved from: 
Management?https://www.apqc.org/blog/what-are-best-four-components-knowledge-management

·   Stephanie Barnes, Nick Milton (2014). Designing a Successful KM Strategy: A Guide for the Knowledge Management Professional.

·   Joseph M. Firestone & Mark W. McElroy (2005). Doing Knowledge Management.
pre-print version of a paper by the same title published in The Learning Organization Journal, Vol. 12, No.2, © 2005 Emerald Group Publishing, Ltd., also available at http://www.emeraldinsight.com/10.1108/09696470510583557

·   Nick Milton (2021). Why roles are important in Knowledge Management. Retrieved from:
http://www.nickmilton.com/2021/02/why-roles-are-important-in-knowledge.html

·    Stephan Bonds input on Decision Execution Cycle - Firestone and McElroy 

Thanks Paul for such a frank and revealing case study - unusual and so valuable!

Hi Ninez, 

As 3R Consulting group, we'll answer the RFP in the most accurate way. 

Thank you
Rachad 

Hi Lizzi,

sorry for replying late, I have just joined the group.
We are applying KM in the same manner as you (knowledge based company- we are strategic & engineering consultants). We are applying agile PM since quite a while (or some hybrid PM as most of our clients are not working agile). We have also seen that agility in KM is certainly a further need, as we often ask ourselves how we can use our knowledge in different environments, how to get the transfer to a topic that is not yet covered but could also profit from what is there. Our clients usually have KM systems (quite mature) but these are made for a purpose that has become obsolete (operation) and now have to adapt to a constantly changing environment (decommissioning).
 
Our way so far is a high level of flexibility in our KM solution. We are running a semantic mediawiki environment and we started off with some prefabricated packages that we currently replace piece by piece by our own adapted solutions (in most cases we find that we can do simpler, but more efficient). This allows us to adapt our KM system quickly within projects and then reuse the new structures with new projects. This sometimes leads to parts that are only filled with some content (because we did only roll out a certain feature in one project) but that's usually OK, because the KM system grows exactly where it is actually needed. As an SME company we can not afford to have a perfect solution. So my answer to your question, what is the best solution for an agile system part: your solution. A solution that allows you to easily edit the structure (without the need for a programmer or a service provider) gives an enormous freedom to do so. In our case the choice for SMW 10 years ago was the right solution as it exactly allows this. Every user can change and adapt structures by a simple wiki and query language. There are tons of examples and a brilliant documentation of this open source software available online. Of course, the solution might be a different one in your case, but I believe that a certain autonomy in the KM system gives you a lot of freedom to be agile where you need it. There are also parts where we try to keep things conservative, right as you describe. Everything that is the basic functionality needs to stay in place and needs to be aligned with the basic ontologies in order to stay compatible with the world outside. 
We have been through similar discussions with "final" reports with one of our clients. They have an own department for report finalization. Unfortunately, it takes them ages to do so. In most cases the reports issued are obsolete to a certain extend as the content is outdated. What we have proposed is to use a wiki for the content generation and issue a report from this content as a kind of snapshot from time to time. Changes that are relevant from the report finalization process can still be fed back into the wiki. The real difficulty turned out to be a cultural one: people have been valued by the number of reports they have issued within the organization and often their personal aims include such reports. For the wiki articles we have thus installed a maturity scale that gives the reader some advice on the content. A clear guideline exists on what needs to be fulfilled for which maturity level. So people quite quickly understand if this article is comparable to a chapter of a final report or if this is an early draft. The thing still to change is the organizations culture, to accept writing of a wiki article as being as valuable as a chapter of a report. If this is then also supported by the management (and part of the variable gratification system, if you want to use money as a motivator), then you might be on the right way to fragment your final reports into much smaller wiki articles (or similar) and thus become more agile and flexible with content. Well of course, I am aware that this is just my humble opinion from my small world, and that there might be additional hindrances and obstacles and numerous different solutions. It works for my company, my client still has a long way to get there, being a far larger organization. There are early adopters among the employees, the prudent and the reluctant ones. Making clear that the value is not the knowledge itself or its form, but its successful application in new projects might be an aspect that helps there.
Best regards,

Franz

Thanks Nina I've spoken to a few colleagues and we would be interested in responding to this RFP.

The organisation is Arup and if you send it to me Andrew Trickett at andrew.trickett@... then your Procurement Unit can send the invitation

Many thanks

 

Hi Dennis,
My apologies fir the tardy reply.  I'm attaching a pdf of the case study I wrote about the program.  It provides a much better and more fulsome understanding of the program than I could possibly relay here.
Best regards,
Paul