Hi all, Thanks for all the great responses to my posts! Just wanted to let you know that I am not ignoring the discussion after having initiated it, but my mother-in-law (who just turned 94) fell and

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Thanks, Stephen, You remind me of another shortcoming of management models: that the “discipline of the diagram” requires, for each of its 14 parts, a single one-word label. Over many development sess

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some interesting research I did in 2000, 2001 found the below to be critical. I looked at knowledge transfer across electric utilities of Y2K knowledge and found it didn't work because organizations u

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an interesting model that I think does too much and oversimplifies processes. This is why I have two models, my revised dikw pyramid and the Jennex-Olfman KM Success Model. My revised pyramid is desig

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I echo all of Patrick's points, and to add another layout of enlightenment/confusion, I believe we need to consider the type of model we are discussing. Tim acknowledges that his model is intended to

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Thanks for your thoughtful generosity, Patrick -- I will seriously consider these interesting suggestions. (Including the hierarchy one, which I have previously heard from a highly-respected client.)

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Hi Tim, from all the pyramids, I like yours best. Especially, because it contains action and value. For me value is also contribution to success. We at Swiss Knowledge Management Forum do not work wit

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Thanks Tim. Well, in your case, it would seem that you are more interested in sequencing (and encouraging) a deliberate series of actions than in explaining the way that the different elements interac

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Hi Patrick, Thanks so much for the love – as conversely I have often benefitted from (and cited) your and Nick’s fine work. And for the constructive hate – without which, there is no progress! You rem

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Hi Tim - I hate your pyramid, for all the reasons stated, but I do like your book very much, have issues with some parts of it, but more in the detail than the whole. I appreciate the fact that it is

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With all respect due the eloquent eminences in this chat, I’ll mention my own model, the Knowledge Value Chain®. I first published this in 1996 in reaction to — in rebellion from, actually — the US go

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Yes, Valdis - or (2) where people are ostensibly using the same vocabulary but talking at cross purposes because they mean quite different things, or (3) when others just use whatever words they think

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No, Patrick. Not a pyramid at all… maybe more like intersecting circles in a Venn diagram? Also, I like alliteration. 😉 Yes, these definitions are very slippery, and localized — sometimes it is very d

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I do agree on that, we are simpatico with that thought (how's that for using a word that may have different definitions?)

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(This response is a work in progress, so excuse any clumsiness in language.) Hi Robert, Some years ago, I argued with Dave at length about whether all systems should be "complex", since no system can

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I do regularly look at your publications Murray, you are one of the good and the great, not merely in what and how you write yourself, but in the editorial/curation work you do to get other solid rese

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perhaps that is what happened to dikw but if you look at my papers you see I define my terms

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I hope that isn’t a pyramid, Valdis, with Rachmaninov at the base, and Ragas at the top ;) P Patrick Lambe Partner Straits Knowledge phone: +65 98528511 web: www.straitsknowledge.com resources: www.gr

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My point Murray is that while “you” may have a clear understanding of how you are using those terms, many others of “us” do not. In the contexts in which KM is being discussed within organisations, th

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I disagree Patrick. I think the definitions here are pretty clear, we know what data, information, knowledge, and what I call actionable intelligence (instead of wisdom) are. I think the original ques

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