Matt, you make the statement below about the huge consumption of business books and seminars and it struck me that just because people read them, it doesn't mean they can take that knowledge and put

Tom, I mostly agree with the points you make - and I think that they can be applied to not just psychological safety but to many management techniques. Most organisations and their managers say

Maybe. OTOH, most organizations - the miracle of organizations, actually - can get by on mediocrity. Pull employees from the middle of the bell curve, put them into pre-configured jobs, give them a

Hello, I'm new to this group and excited to get to know more of you! I’m putting together an edited collection about knowledge management and organizational culture that will explore how these two

Matt – In my review of The Fearless Organization

Matt – Please don’t get me wrong, no one is perfect, Ekman’s got opportunities to expand his thinking as well. Once you’ve seen Emotion and Adaption let me know what you think. I think

Lovely post, Matt. Straight from the heart and incisive. This particular statement will remain with me for a long time to come "If we see emotions as the products of individual biology rather than

Matt, Nailed it. -- -- Aprill Allen Founder and Managing Director | Knowledge Bird Knowledge management consulting & KCS Trainer M: +61 400 101 961 knowledgebird.com

So lets talk about fear. I've just had a skim thru "The Fearless Organization" - and I don't hate it. I think creating psychological safety is important. I read Edmondson's advice and I'm like:

Hello Robert, I am more persuaded by Barrett's arguments (and less by Ekman's) than you are. I probably have a bias towards contextualist and constructivist arguments so I doubt we are going to agree

Tom, "I’m not clear that emotions are what you’re after here, Matt. To what end does exploring that add to our understanding as practitioners?" So the high-level answer is: as practitioners we

Lovely, Rob, thank you. I wouldn't argue for substituting “affect” for “emotion” - in fact, when a field is ripe for discovery and exploration, it’s generally a good idea I think to expand

Matt wrote: I’m not clear that emotions are what you’re after here, Matt. To what end does exploring that add to our understanding as practitioners? Seems to me motivation might be a more useful

we statistically validated the following set of KM success measures: Impact on business processes (6 measures): 1. Improvedthe efficiency of the supported processes 2. Reducedcosts for

Chuck, thanks for your post. Here are my thoughts. What do you and the other community members think? >How are we managing the knowledge shared in this group? There are three main ways of making

I moved this out of the Emotions & KM thread so that it can have its own separate topic.

Sachin, welcome to the community! And thanks for posting here. For previous discussions on this topic, see the threads with the #value hashtag. See also: 15 Knowledge Management Benefits Measuring

Hi Sachin, There are, as Tom indicates, many ways of approaching this. Here is a fundamental list of business parameters that KM can be mapped to. 1. Productivity improvement - Is there a business

Hi Sachin You can find some survey data about KM benefits in the following blog post http://www.nickmilton.com/2020/03/what-measurable-benefits-can-you-get.html The blog also contains 140

One thing that I have always noted is that it is a harder sell to implement a dedicated KM program to small business owners as opposed to larger organizations. I have always espoused, therefore,