Co-Author needed urgently to finish off a 14 chapters book On KM in global higher education institutions #books #call-for

Larry Jones-Esan

Friends of the house of knowledge management, kindly click on the link above, it’s safe to do so, please share your precious time to peruse this book chapters and pass your comments privately to larry@... . Your comments and observation is highly appreciated. The authors will like you to share in the promotion of the content. 

Looking forward to hearing from you all.

Warm regards

Larry Jones-Esan

Sent from Outlook for iOS

From: <> on behalf of Jennilyn Wiley via <jmw0209@...>
Sent: Thursday, December 8, 2022 6:56:51 PM
To: <>
Subject: Re: [SIKM] SNA software: any idea of the investment? #SNA-ONA-VNA

In addition to the book mentioned by Patrick Lambe. I also found the following two books to be helpful from a practical standpoint in using the tools:

Hanneman, R. A., & Riddle, M. (2005). Introduction to Social Network Methods.

Retrieved from

Hansen, D. L., Schneiderman, B., & Smith, M. A. (2011). Analyzing Social Media

Networks with NodeXL. Morgan Kaufmann.

In addition, there was a lot of online help/discussion groups for EgoWeb 2.0



In terms of KM, why is HE different from any other organization/industry?

Having worked across many different business sectors and in many different functional verticals within them, including several R&D settings, I found that KM principles applied equally well across all of them. That's not to say there was ever a silver bullet. There wasn't - ever. There are commonalities across them all in so far as the solution space is bounded by the KM solutions that we found to work, to be applicable, to be relevant, to demonstrate efficacy against the business challenge that we identified with the client. 

After that, the solutions that were chosen were uniquely tailored to each client's situation, which was always different regardless of industry/sector/function. The differences were based on culture, behavioral norms, communications platforms and their ubiquity, and in some cases technology or information/content management infrastructure. These have little to do with industry - they vary tremendously among the players within a given industry. 

A long way of saying, you might expand the scope of your request and ask for co-authors who have something to say that is relevant to the topics and chapters in your book, regardless of which industry they learned them from. 

Tom Short Consulting
+1 415 300 7457

All of my previous SIKM Posts

Larry Jones-Esan

Dear Colleagues,


I am looking for a co-author with an understanding of KM implementation in the higher education sector. The proposed topic for the chapter is - "Implementation or Infusing of Knowledge Management in Global Higher Education: A Case Study of Indian Education Sector or another country Australia, USA, China etc."


The topic could be amended to - Infusing KM in Global HEIs: A Case Study of ???? Education Sector - after a discussion and a glance at the rest of the chapters.


This requirement is urgent, I think the book would add value to the body of knowledge in HE. Let's have you on board. Your suggestions would also be highly appreciated.


Here is the link to the book still work in progress


I look forward to hearing from you


Dr Larry Jones-Esan 



From: <> On Behalf Of Patrick Lambe via
Sent: 14 November 2022 08:51
Subject: Re: [SIKM] Knowledge Maturity #maturity


<<Stage one is more resilient than stage four.>>


That’s a very interesting observation Dave. 


Would this be better represented as an additive framework rather than a progression framework as in a traditional maturity model? i.e. All layers need to be in place for the knowledge ecosystem to function effectively? The balance of investment across the layers to be dependent on the contextual needs.




Patrick Lambe
Straits Knowledge

phone:                                                 +65 98528511

knowledge mapping: 


On 14 Nov 2022, at 2:57 AM, Dave Snowden via <snowded@...> wrote:


Well to be a contrary voice.  I think the APQC scales might be better termed a scale of ossification.  It’s also worth remembering that Nonaka failed to recognise Polanyi’s key point that no explicit knowledge can exist without a tacit component.    


To give a simple illustration.  Informal networks are far better than formal systems in knowledge discovery especially under conditions of uncertainty.  So a key measure of KM program success is the density and cross solo reach of informal networks.   Stage one is more resilient than stage four. 

Prof Dave Snowden

Cynefin Centre & Cognitive Edge

11 Pro

Please excuse predictive text errors and typos

On 14 Nov 2022, at 01:43, Madeleine Du Toit via <mdutoit@...> wrote:

Hi all, 

Thanks again for all your valuable inputs to help me solve this. I ended up adapting the APQC model and using your end state of value as key in assessing the knowledge.
What this means practically is that we identified key areas that the knowledge would be used for. In this particular case, we decided on 3 Objectives:
* Project Onboarding
* Problem Resolution (when problems arise in live and troubleshooting is required)
* Further Enhancements 

We will then assess the knowledge available to achieve each noted objective using the maturity model. (APQC I hope my slight adaptation is allowed).
(I was thinking of also categorising the knowledge as tacit and explicit so that targeted KM activities can be further enhanced to improve the maturity of the knowledge.)
<Knowledge Maturity.png>

I think it will work for us but welcome your thoughts and further input.