Date   

October 2008 SIKM Call: Richard McDermott - Developing, Deepening and Retaining Expertise #knowledge-retention #monthly-call

Stan Garfield
 
Edited

TO: SIKM Leaders Community

Yesterday we held our 41st monthly call, this one with Richard McDermott on "Developing, Deepening and Retaining Expertise."

Richard's presentation is available at McDermott - Developing, Deepening & Retaining Expertise 2.ppt The call was recorded.

Thanks to Richard for presenting.  You can continue the discussion by replying to this thread.

Future Calls

  • November 18, 2008: John Hovell of ManTech - "KM at ManTech International"
  • December 16, 2008 Raj Datta of MindTree - "Building a knowledge Ecosystem"
  • January 20, 2009 Bernadette Boas - "A Day in the Life of Business Workflow"
  • February 17, 2009 Arthur Shelley - "Impacts of behavior on project outcomes (with an emphasis on knowledge transfer)"
  • March 17, 2009 Al Simard of Canadian Food Inspection Agency - "Knowledge services framework developed by Natural Resources Canada"
  • April 21, 2009 Carl Gaertner of State Farm - "Interviewing Skills for Identifying Business Rules"

  • May 19, 2009 Chris Johannessen of NBC Universal (GE) - "Knowledge Technology"

  • June 16, 2009 Andrew Gent - "Adaptive Knowledge Architectures" or "Sustainable KM"


Dr. TBR Memorial Seminar on Content Management on November 08th, 2008 at Indian Institute of Science (IISc), Bangalore #content-management

aru mugam <aruwinmugam@...>
 

Dear Professionals,
 
NCSI-Net, an informal association comprising of NCSI staff, trainees,and its alumni, cordially invites you to the fourth National level Dr. TBR Memorial Seminar, in memory of Late Dr. T.B. Rajashekar, erstwhile Associate Chairman, NCSI, IISc. It is a one day seminar targeted exclusively for the benefit of students of Library and Information Science course or its equivalent and budding information professionals.
 
The details of the seminar are given below:
 
Seminar Title: Dr. TBR Memorial Seminar on Content Management
Date: November 08, 2008 (Saturday)
Venue: Choksi Hall, Indian Institute of Science (IISc), Bangalore - 560012
Target audience: Students of Library & Information science course or its equivalent & budding information professionals.
 
Seminar coverage: The Seminar is conducted with an intention to create an awareness amongst the students and budding information professionals about the latest developments in the field of Information and Communication technologies applicable to LIS profession. This year's Seminar will give an overview of Content Management with special reference to Drupal- a content management software. There will also be a session dealing with career building strategies and job opportunities for LIS professionals.
 
Registration fee: Rs. 150/- for Students and Rs. 300/- for budding professionals.
Please do note that no arrangements for accommodation are being made.
 
Kindly bring this to the attention of the budding professionals and encourage them to attend the seminar. Participants will get an opportunity to interact with professionals working in the industry and academia.
 
For further information, please visit the Seminar website at:
Registration form is available at:
For further queries, please contact:
 
Arumugam: arumugam.pitchai@...
Ramya: ramya@...

Regards
Arumugam Pitchai &
S Krishna Ramya
NCSI-NET Coordinators

__________________________________________________
Do You Yahoo!?
Tired of spam? Yahoo! Mail has the best spam protection around
http://mail.yahoo.com


Real KM Practitioner Opportunity -- Knowledge Engineer Position in Metro DC #jobs

Kaplan, Bill <bill.kaplan@...>
 

Dear Colleagues

 

I wanted to share with you the attached description for a Knowledge Engineer.  It is an opportunity for someone who wished to roll up their sleeves and “practice KM” both internally and with our clients. Please share this with anyone you believe might be interested.  Any questions, please contact me directly at bkaplan@...  or at 703.253.6313. The position can be viewed at http://tbe.taleo.net/NA2/ats/careers/requisition.jsp;jsessionid=267813843EF72C14742377230881185E.NA2_primary_jvm?org=ACQSOLINC&cws=1&rid=118 on our website as well.

 

Best

 

Bill

 

William S. Kaplan, CPCM

Chief Knowledge Officer

Acquisition Solutions, Inc.

 

(w) 703.253.6313

(c)  571.238.9878

 

"Knowledge at Work"

 

The information contained in this message may be privileged, confidential, and protected from disclosure. If the reader of this message is not the intended recipient, you are hereby notified that any dissemination, distribution, or copying of this communication is strictly prohibited. If you have received this communication in error, please notify us immediately by replying to this message, and then delete it from your computer.

 


October 2008 SIKM Call: Richard McDermott - Developing, Deepening and Retaining Expertise #knowledge-retention #monthly-call

Stan Garfield
 

This is a reminder of tomorrow's monthly call from 11 am to 12 noon EDT. Dial-in numbers are included below.

 

October 21, 2008: Richard McDermott - "Developing, Deepening and Retaining Expertise"

 

Richard's presentation will be available in the Files folder of our Yahoo! Group later today.

 

Regards,

Stan

 

-----Original Appointment-----

Subject: SIKM Leaders Monthly Con Call

When: Tuesday, October 21, 2008 11:00 AM-12:00 PM Eastern Time (US & Canada)

Where: US 866-434-1117 (see below for other countries) Conference code: 580720#

 

US 866-434-1117 Conference code: 580720#

*6 mute / #6 unmute

 

Team Space http://tech.groups.yahoo.com/group/sikmleaders/

Files http://tech.groups.yahoo.com/group/sikmleaders/files/

Previous Calls http://tech.groups.yahoo.com/group/sikmleaders/database?method=reportRows&tbl=1&sortBy=1&sortDir=up

 

Country          Dial-In Number

Main number    +44 1452 569 135

 

Australia          1800 616 048

Austria             019 287 544

Belgium             024 003 441

Canada            1866 271 3975

China North      10800 712 1539

China South      10800 120 1539

Denmark             032 714 924

Finland            0800 112 360

France           01 70 70 82 72

Germany          069 2222 20475

Greece            00800 125 710

Hong Kong           800 933 001

Hungary             06800 14727

Ireland             01 4319 635

Israel             180 944 1351

Italy              023 600 3752

Malaysia            1800 808244

Netherlands        020 713 2958

Norway                800 12467

Poland           00800 111 2926

Portugal            211 201 810

Russia       8~10 800 2094 2044

Singapore          800 1203 975

South Africa       0800 999 521

Spain               914 146 108

Sweden            08 566 184 74

Switzerland        044 580 3447

Turkey          00800 4463 2096

UK                01452 569 135

USA               1866 434 1117

 


Knowledge Culture Audit - How to? #culture #knowledge-sharing #audit

steven.wieneke@...
 


 
David,
 

I recommend first determining the human information processing preferences of each individual in your department. This can be accomplished through a short individual survey. When analyzed your department will quantitatively know the relative ease each individual will likely experience when working together, including the vulnerabilities and misunderstandings inherent in human relationships.

 

The analyses will determine each individual preferred decision strategy to include...

 

        the amount of input information each requires,

        the kind of input information each prefers,

        the method they use to process information, and

        the action each will typically take (like sharing, hording, early adoption, hands-on action, etc.).

 

One of the advantages of this process is that team effectiveness is immediate because people do not have to change, just understand and appreciate each others differences. The theory behind the survey and analyses is a sociological phenomenon, not the psychology of understanding, measuring and predicting human behavior.

  

The second phase would be to look at existing structure, processes and reward mechanisms. I would be happy to review this technique in more detail at your convenience.

 

Best Regards,

 

Steven Wieneke

President

elka enterprise learning and knowledge awareness

a branch of Wieneke & Wieneke, Inc.

steven.wieneke@...

248.535.0427

 

"Hodgson, David"
Sent by: sikmleaders@...

10/15/2008 02:25 PM

Please respond to
sikmleaders@...

To
cc
Subject
[sikmleaders] Knowledge Culture Audit - How to?





 

Do you know of anyone who could conduct an assessment of department to summarize how well its culture supports knowledge sharing?

As many of us would agree, a culture that already rewards knowledge sharing and reuse has the best chances of reaping benefits from employing knowledge management methods and technology. Without an explicit system of such rewards, where people have implicit incentives for hoarding, it is extremely difficult to get any kind on KM program going.

I have an internal department that would like an independent assessment, conducted by in person interviews and/or survey, to report on its current culture. And so Im looking for a consultant or such to help.

Thanks in advance for any leads.

Sincerely,

Dave.

--

Dave Hodgson

Site Head, Group Research Information &

Global Head, Group Knowledge Exchange
Roche Pharmaceuticals

david.hodgson@...


Re: Knowledge Culture Audit - How to? #culture #knowledge-sharing #audit

Jim <jlee@...>
 

David,

As Dave Snowden points out, you will not experience a dearth of
responses to your question. I suspect that given the membership here,
you will also receive many quality responses.

So rather than to bore everyone with a commercial, I will simply
mention that APQC conducts this type of assessment on a routine basis.
Please feel free to contact me directly if you have an interest in
learning more at jlee@.... In any event, I'm sure you'll be able
to triangulate on a good solution based upon your colleagues here. Good
luck!

jim lee

--- In sikmleaders@..., "Hodgson, David"
<david.hodgson@...> wrote:



Do you know of anyone who could conduct an assessment of department to
summarize how well its culture supports knowledge sharing?


CNBC (business news TV channel 92; website) Series on Collaboration #collaboration

cjam_roxxx <cjam_roxxx@...>
 

Hello again all,

CNBC is running a 5 part, weekly series on Collaboration -
strategies as well as technologies. The first episode was on October
12th.

The series episodes will be archived online at CNBC.Com for your
convenience, here is a link to the first episode:

http://www.cnbc.com/id/26944360


The final episode, The Future of Collaboration, will focus on
collaborative technologies; one of the guests on the final episode
is Richard Florida, author of "The Creative Class" (a book that has
influenced my work as a knowledge theorist), see details here:

http://www.cnbc.com/id/26944392



Cheers,

CJ @ GE


Re: Knowledge Culture Audit - How to? #culture #knowledge-sharing #audit

Dave Snowden <snowded@...>
 

You're going to regret asking that question in a forum with so many consultants!

We use an approach originally developed under DARPA funding to gather hundreds of stories from employees and then present the results in quantitative terms. That includes providing a three D representation over the overall culture of an organisation which includes the ability to drill down from the representation to the raw stories. Recently described by a UK Government Anthropologist as the "first ever field ethnographic tool" it provides richer material than a survey, but without the costs and inevitable bias that goes with field interviews. The DARPA interest was in the field of understanding the root causes of terrorism, weak signal detection and pre-emptive action. However it used now in industry and government alike to map cultures, identify the ways in which culture can be evolved (rather than changed top down). Once installed it can provide continuous monitoring of change without the need to redo a survey, or re-employ consultants. If you
are interested please contact my colleague Michael (michael.cheveldave@...)

Oh, and we have talked with Valdis about using the quantitative output to feed into his tools.

--- On Thu, 16/10/08, Tom Reamy <tomr@...> wrote:
From: Tom Reamy <tomr@...>
Subject: RE: [sikmleaders] Knowledge Culture Audit - How to?
To: sikmleaders@...
Date: Thursday, 16 October, 2008, 12:18 AM
David,



My company takes a slightly different approach than the one
outlined by
Valdis Krebs although we have used SNA techniques. We look
at the question
of openness to knowledge sharing as one theme that is best
understood within
a larger context of a knowledge architecture audit (full
description on our
web site: http://www.kapsgroup.com/productsservices.shtml)



We use 2 levels of interviews, ethnographic studies if
needed, and a survey.
The audit can be limited to only look at knowledge sharing
behaviors but it
usually works better if we also look at other information
and knowledge
behaviors. I'd be happy to talk further about your
needs.



Thanks,



Tom





Tom Reamy

Chief Knowledge Architect

KAPS Group, LLC

www.kapsgroup.com

510-530-8270 (O)

510-530-8272 (Fax)

510-333-2458 (M)



From: sikmleaders@...
[mailto:sikmleaders@...] On
Behalf Of Hodgson, David
Sent: Wednesday, October 15, 2008 11:25 AM
To: sikmleaders@...
Subject: [sikmleaders] Knowledge Culture Audit - How to?





Do you know of anyone who could conduct an assessment of
department to
summarize how well its culture supports knowledge sharing?



As many of us would agree, a culture that already rewards
knowledge sharing
and reuse has the best chances of reaping benefits from
employing knowledge
management methods and technology. Without an explicit
system of such
rewards, where people have implicit incentives for
hoarding, it is extremely
difficult to get any kind on KM program going.



I have an internal department that would like an
independent assessment,
conducted by in person interviews and/or survey, to report
on its current
culture. And so I'm looking for a consultant or such to
help.



Thanks in advance for any leads.



Sincerely,





Dave.



--

Dave Hodgson

Site Head, Group Research Information &

Global Head, Group Knowledge Exchange
Roche Pharmaceuticals

david.hodgson@...


Re: Knowledge Culture Audit - How to? #culture #knowledge-sharing #audit

Tom Reamy <tomr@...>
 

David,

 

My company takes a slightly different approach than the one outlined by Valdis Krebs although we have used SNA techniques.  We look at the question of openness to knowledge sharing as one theme that is best understood within a larger context of a knowledge architecture audit (full description on our web site: http://www.kapsgroup.com/productsservices.shtml)

 

We use 2 levels of interviews, ethnographic studies if needed, and a survey.  The audit can be limited to only look at knowledge sharing behaviors but it usually works better if we also look at other information and knowledge behaviors.  I’d be happy to talk further about your needs.

 

Thanks,

 

Tom

 

 

Tom Reamy

Chief Knowledge Architect

KAPS Group, LLC

www.kapsgroup.com

510-530-8270 (O)

510-530-8272 (Fax)

510-333-2458 (M)

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Hodgson, David
Sent: Wednesday, October 15, 2008 11:25 AM
To: sikmleaders@...
Subject: [sikmleaders] Knowledge Culture Audit - How to?

 

 

Do you know of anyone who could conduct an assessment of department to summarize how well its culture supports knowledge sharing?

 

As many of us would agree, a culture that already rewards knowledge sharing and reuse has the best chances of reaping benefits from employing knowledge management methods and technology. Without an explicit system of such rewards, where people have implicit incentives for hoarding, it is extremely difficult to get any kind on KM program going.

 

I have an internal department that would like an independent assessment, conducted by in person interviews and/or survey, to report on its current culture. And so I’m looking for a consultant or such to help.

 

Thanks in advance for any leads.

 

Sincerely,

 

 

Dave.

 

--

Dave Hodgson

Site Head, Group Research Information &

Global Head, Group Knowledge Exchange
Roche Pharmaceuticals

david.hodgson@...

 


Re: Knowledge Culture Audit - How to? #culture #knowledge-sharing #audit

Valdis Krebs <valdis@...>
 

Dave,

Employees are often surveyed about their opinions re: culture/work/ learning, but it is often better to see the actual behavior/
relationships that make it happen.

Sounds like an organizational network analysis would give you some of
this insight. ONA/SNA would allow you to see where sharing and
learning are actually taking place, and where they are not.

This screen shot [URL below], was actually taken from a project where
the consultant was looking at informal/emergent learning in a large
Fortune 50 firm. This network map shows many learning links within
each region, but very little across regions. Metrics to right of map
show E/I Ratio which reveals how open/closed a group is to others --
i.e. it is a "silo-ness" measure. A value near -1.0 shows a very self-
focused group [highly silo-ed].

You can map the knowledge exchange relationships [what is shown on map
below] -- a non-directional link is drawn if both people agree they exchange knowledge. You can also map the Go-To people for any
particular knowledge/expertise. That map would show directional
links: A-->B A seeks out B for knowledge/feedback/opinion/expertise
on X. There we run a different metric to find the key nodes in the
network.

As a result the client, realizing that the regions had much in common,
decided to improve the information flow across silos.
http://orgnet.com/inflow3.html

Valdis

On Oct 15, 2008, at 2:25 PM, Hodgson, David wrote:


Do you know of anyone who could conduct an assessment of department
to summarize how well its culture supports knowledge sharing?

As many of us would agree, a culture that already rewards knowledge
sharing and reuse has the best chances of reaping benefits from
employing knowledge management methods and technology. Without an
explicit system of such rewards, where people have implicit
incentives for hoarding, it is extremely difficult to get any kind
on KM program going.

I have an internal department that would like an independent
assessment, conducted by in person interviews and/or survey, to
report on its current culture. And so I’m looking for a consultant
or such to help.

Thanks in advance for any leads.

Sincerely,


Dave.

--
Dave Hodgson
Site Head, Group Research Information &
Global Head, Group Knowledge Exchange
Roche Pharmaceuticals
david.hodgson@...


Knowledge Culture Audit - How to? #culture #knowledge-sharing #audit

Hodgson, David <david.hodgson@...>
 

 

Do you know of anyone who could conduct an assessment of department to summarize how well its culture supports knowledge sharing?

 

As many of us would agree, a culture that already rewards knowledge sharing and reuse has the best chances of reaping benefits from employing knowledge management methods and technology. Without an explicit system of such rewards, where people have implicit incentives for hoarding, it is extremely difficult to get any kind on KM program going.

 

I have an internal department that would like an independent assessment, conducted by in person interviews and/or survey, to report on its current culture. And so I’m looking for a consultant or such to help.

 

Thanks in advance for any leads.

 

Sincerely,

 

 

Dave.

 

--

Dave Hodgson

Site Head, Group Research Information &

Global Head, Group Knowledge Exchange
Roche Pharmaceuticals

david.hodgson@...

 


Re: KM in Utility Industry #question

Douglas Weidner
 

Dear Linda,

 

I’d be glad to provide all, Andree permitting.

 

Here’s my more general request. Maybe you can help as well.

 

The KM Institute focuses on KM training and certification.

I have a major KM training client in the utility industry, who would like to benefit from some industry-specific experience in addition to the traditional and more generic KM principles, applications and techniques I teach.

 

Do you know of a good source of information about KM in your industry?

Do you have any non-proprietary, white papers or reports you might have written or know of that describe what’s hot v-v KM, but specifically in the utility industry?

Do you know of any others in your industry who might benefit from some visibility and the possibility of future consulting?

 

Thanks in advance.

 

 

Douglas Weidner, eCKM Mentor

Chairman, International Knowledge Management Institute

Best in KM Training & Certification

Home of the KM Body of Knowledge

www.kminstitute.org

703-757-1395

 

 

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Linda Hummel
Sent: Tuesday, October 14, 2008 3:14 PM
To: sikmleaders@...
Subject: Re: [sikmleaders] RE: KM in Utility Industry

 

Hi Doug,

If Andree is agreeable, could you post your findings to the SIKM group?  thanks in advance
 

Best Regards,
Linda Hummel

GE Energy
937.602.3525

 

 

----- Original Message ----
From: Albert Simard
To: sikmleaders@...
Sent: Tuesday, October 14, 2008 2:54:55 PM
Subject: [sikmleaders] RE: KM in Utility Industry

Douglas -

 

Yes - Quebec Hydro has considerable experience with using KM. 

 

The contact is Andree Dupere: dupere.andree@ hydro.qc. ca

 

Feel free to use my name as intro.

 

Al Simard

National Manager-Knowledge Services

Canadian Food Inspection Agency


Re: KM in Utility Industry #question

Linda Hummel
 

Hi Doug,
If Andree is agreeable, could you post your findings to the SIKM group?  thanks in advance
 

Best Regards,
Linda Hummel

GE Energy
937.602.3525



----- Original Message ----
From: Albert Simard
To: sikmleaders@...
Sent: Tuesday, October 14, 2008 2:54:55 PM
Subject: [sikmleaders] RE: KM in Utility Industry

Douglas -
 
Yes - Quebec Hydro has considerable experience with using KM. 
 
The contact is Andree Dupere: dupere.andree@ hydro.qc. ca
 
Feel free to use my name as intro.
 
Al Simard
National Manager-Knowledge Services
Canadian Food Inspection Agency


Re: KM in Utility Industry #question

Albert Simard <simarda@...>
 

Douglas -
 
Yes - Quebec Hydro has considerable experience with using KM. 
 
The contact is Andree Dupere: dupere.andree@...
 
Feel free to use my name as intro.
 
Al Simard
National Manager-Knowledge Services
Canadian Food Inspection Agency


Re: KM in Utility Industry #question

Douglas Weidner
 

Does anyone know of any KM implementations, successful or otherwise, in traditional utility industry (not nuclear)?

 

 

Douglas Weidner, eCKM Mentor

Chairman, International Knowledge Management Institute

Best in KM Training & Certification

Home of the KM Body of Knowledge

www.kminstitute.org

703-757-1395

 

 

 

 

 


Re: Generation V #CoP #generations

Albert Simard <simarda@...>
 

This is a question of statistical deduction (going from the general to the specific).  Samples from large populations may or may not be applicable to small segments of a population.  Generally, variance (diversity) increases as sample size decreases.  Any statistician will tell you that a minimul statistically significant sample is 30 cases.
 
One would have to determine the underlying assumptions for a population that influence the statistical distribution and compare them to those for a company to see if they are the same or at least similar.
 
Using their statistics, about 20% would be contributing in some way (sounds a lot like the universal 20/80 rule).  In a community of 30 people, that would be about six.  But the essence of a community is that everyone should be a player or it probably isn't a real community. 
 
So, the elaborate study demonstrated that the Pareto (or is it Peter; I can never remember which it is!) principle seems to apply once again.
 
Al Simard


Re: US Army KM Manual, August 2008 #CoP

Albert Simard <simarda@...>
 

Gian -
 
I'd put your first question in the same category as a bureaucracy that assigns a champion because it's one of the things to do on a check list.  In that case, my experience has been minimal champion-like behavior on the part of the assigned individual, based on where they put it on the list of other higher-priority tasks they have to do.  My rule is that champions either believe in and want to promote something or they will give it a token effort.  That feeling cannot be assigned.  
 
My experience with communities is that assigning people creates a bureaucratic task group or a working group, not a community.  They are effective and get things done, but usually as a representatives of special interests.  One highly structured, bureaucratic thinker on the group can grind it to a halt.  I have even seen people assigned with the intention of derailing such groups. 
 
My gut feel is that communities either exist because of a collective need and want, or they probably aren't communities.
 
Al Simard


Re: US Army KM Manual, August 2008 #CoP

john.mcquary@...
 

Adding to Allan's comments, at Fluor, we follow a formal process for
launching a community which includes identification of the community leader
and other key positions. We call our communities "knowledge communities"
and structure them to work within our organization rather than try to meet
someone else's definition of a community interest/practice/etc. Our key
positions include community leader (leads the community of people), the
knowledge manager (manages the tool aspect of the community), a core
leadership team, subject matter experts, and members.

Our roles are assigned. In fact these roles are one (of several) criteria
reviewed for candidates for our technical fellow and executive ranks. The
role of knowledge manager is seen as an excellent developmental position
for up-and-coming employees.

We see a direct correlation between active and involved leadership and
community performance. If a community is not performing, we work with
other parts of the organization to get new leadership in place, or we will
decommission it.

- John

------------------------------------------------------------
The information transmitted is intended only for the person
or entity to which it is addressed and may contain
proprietary, business-confidential and/or privileged material.
If you are not the intended recipient of this message you are
hereby notified that any use, review, retransmission, dissemination,
distribution, reproduction or any action taken in reliance upon
this message is prohibited. If you received this in error, please
contact the sender and delete the material from any computer.

Any views expressed in this message are those of the individual
sender and may not necessarily reflect the views of the company.
------------------------------------------------------------


Re: US Army KM Manual, August 2008 #CoP

Nancy Dixon
 
Edited

John,

I was working with a client using the CC book and the client was concerned about the
acronyms so they made up a book mark that translated acronyms like CP = command
post. I have been putting a book mark in the books I send out and would be glad to send
a handful to you if you send you post address. I also made a PDF file of both sides of the
book mark and posted it to https://groups.io/g/SIKM/files/CC%20book%20mark%20with%20acronyms.pdf

I like your solution a lot - using it as a lessons of seeing the world through another lens.

Nancy

-- In sikmleaders@..., "John D. Smith" <john.smith@...> wrote:

Nancy,

Actually, it would be helpful to know a bit about how different people have
used it. The other day I was talking with a client who had already sent
copies of it to a bunch of new community leaders who were scheduled to fly
into a training session about their role as community leaders. There were
all kinds of questions that came up for me about how exactly to use it. I
got as far as thinking "Oh, there's a lot to think about here." :-)

When the subject comes up in the "Foundations of communities of Pracitce"
workshop, I always tell people to think about all those impenetrable Army
acronyms as a good reminder about how ALL communities have their jargon and
therefore their boundaries. That "when you read this book you're looking
through a window that you need to be aware of." Wish I had some less
philosophical things to offer. When people have an interest in the
leadership issues, I always refer them to Tony Burgess' dissertation work
which he presented in CPsquare.

Bottom line: sincerest form of flattery for a book is putting it to good
use. :-)

John
*
* John D. Smith ~ Voice: 503.963.8229 ~ Skype: smithjd ~
http://www.learningAlliances.net <http://www.learningalliances.net/>
* "With company we quicken our ascent." - Rumi


_____

From: sikmleaders@... [mailto:sikmleaders@...] On
Behalf Of Nancy Dixon
Sent: Monday, October 13, 2008 9:01 AM
To: sikmleaders@...
Subject: [sikmleaders] Company command book


John
Thanks so much for the kind words about our book. It was a great pleasure to
write and I'm continually encouraged by all the corporations that are
finding it usefu.

Nany


Nancy M, Dixon
Common Knowledge Associates
www.commonknowledge.org
202 277 5839

"Ask better, learn more"


Re: Generation V #CoP #generations

John D. Smith <john.smith@...>
 

I"m a bit skeptical of the 2-way matrix, but technologies like tagging add a nice layer between "lurkers" and "opportunists".
 
John
*
* John D. Smith ~ Voice: 503.963.8229 ~ Skype: smithjd ~ http://www.learningAlliances.net
* "With company we quicken our ascent." - Rumi
 


From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Allan Crawford
Sent: Monday, October 13, 2008 10:04 AM
To: sikmleaders@...
Subject: RE: [sikmleaders] Generation V

Gian,

 

I do think that this has application within a corporate setting.

 

As we have implemented CoP’s as well as supporting technologies such as wiki’s and blogs in various organizations we have certainly seen all of these categories.  But I would also add two more – which are the skeptics, who say I’ll wait and see if there really is anything to this before I get involved”  and the uninvolved who say “the way we do it today is just fine – don’t bother me with this other stuff.”

 

We have found another useful way to think about this comes from the work of Geoffrey Moore.  In his book Crossing The Chasm (1999), Moore talks about various stages of adoption and the people that get involved at each stage.  He starts with the Innovator’s and Early Adopter’s – then talks about “the chasm that needs to be crossed” before getting to the Early Majority, Late Majority and Laggards,

 

 

Today I think that in companies that are just experimenting with CoP’s  the Creators and the Contributors fall into Moore’s Innovators and Early Adopters categories,  In other organizations, where communities are well established, and have been shown to add value, the opportunists and lurkers are probably in the Early Majority or even late majority category. 

 

What I find particularly appealing about this model is the idea that adoption is not a continuous and / or smooth process.  It is relatively easy to get some people enthused and involved (the innovators and the early adopters) – but it takes considerable energy – and a good business reason – to bring along the early majority through the laggards,   

 

Allan Crawford

310-994-1619

 


From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of gjagai
Sent: Monday, October 13, 2008 5:38 AM
To: sikmleaders@...
Subject: [sikmleaders] Generation V

 

Hi All,

This posting by Jeremiah  (http://www.web-strategist.com/blog/2008/08/11/understanding-gartners-generation-virtual/) references Gartner's Generation V(irtual) . 

My question to the group: Would a similar breakdown of the segments occur in a corporate setting? Put another way, can the findings of Gartner for the population at large be applied to a community of practice in a corporate setting?

Quoting the article:
Generation V is not defined by age, gender, social class or geography. Instead, it is based on achievement, accomplishments and an increasing preference for the use of digital media channels to discover information, build knowledge and share insights. Within the Generation V community, Gartner defines four levels of engagement - creators, contributors, opportunists, and lurkers - related to the extent to which customers engage with other customers and the level of engagement that businesses and other organizations must have to enable them:

Findings about these Generation V segments:

  • Up to 3% will be creators, providing original content. They can be advocates that promote products and services.
  • Between 3% and 10% will be contributors who add to the conversation, but don't initiate it. They can recommend products and services as customers move through a buying process, looking for purchasing advice.
  • Between 10% and 20% will be opportunists, who can further contributions regarding purchasing decisions. Opportunists can add value to a conversation that's taking place while walking through a considered purchase.
  • Approximately 80% will be lurkers, essentially spectators, who reap the rewards of online community input but absorb only what is being communicated. They can still implicitly contribute and indirectly validate value from the rest of the community. All users start out as lurkers.

gartner-generation-virtual-engagement-levels-june-2008.jpg

Peace,
Gian...
HDS Knowledge Manager
Blog: http://kmapprentice.wordpress.com/