This link has been bookmarked by 16 people . It was first bookmarked on 02 Oct 2006, by Jennie.
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31 May 09
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19 May 09
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16 Oct 08
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The story of KM so far has been, for the most part, a failure -- failure to articulate, to imagine, and to implement. We allowed the bold vision of knowledge-sharing to be diminished and appropriated by those who saw it is merely an exercise in automating the acquisition, storage and dissemination of documents.
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KM is all about enabling people to obtain relevant, context-rich information, and connection with appropriate experts, easily, when they need it, so that they can be more effective doing their unique jobs.
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To traditional managers, information is still all about telling employees what to do and making sure they do it.
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The #1 means of getting and sharing information is, was, and probably always will be conversations.
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Revamp and upgrade the role of Information Professionals from content managers to personal work effectiveness enablers.
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Reintermediate
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Automatic knowledge harvesting mechanisms that pull employees' shareable content into a central searchable archive copy, to obviate the need for 'submitting' knowledge to central repositories.
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The practitioners I talked to about PPI said they would love to receive PPI coaching, provided it was focused on the content on their own desktops and hard drives, and not the stuff in the central repositories.
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11 Oct 08
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The story of KM so far has been, for the most part, a failure -- failure to articulate, to imagine, and to implement. We allowed the bold vision of knowledge-sharing to be diminished and appropriated by those who saw it is merely an exercise in automating the acquisition, storage and dissemination of documents.
-
KM is all about enabling people to obtain relevant, context-rich information, and connection with appropriate experts, easily, when they need it, so that they can be more effective doing their unique jobs.
-
To traditional managers, information is still all about telling employees what to do and making sure they do it.
-
The #1 means of getting and sharing information is, was, and probably always will be conversations.
-
-
Revamp and upgrade the role of Information Professionals from content managers to personal work effectiveness enablers.
-
Reintermediate
-
Automatic knowledge harvesting mechanisms that pull employees' shareable content into a central searchable archive copy, to obviate the need for 'submitting' knowledge to central repositories.
-
The practitioners I talked to about PPI said they would love to receive PPI coaching, provided it was focused on the content on their own desktops and hard drives, and not the stuff in the central repositories.
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28 Sep 08
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- Pre-interview each employee in the organization to understand their job, what knowledge and technology they use and how they use it.
- Pre-assemble a file of possible 'leave-behinds' -- 'cheat sheets', step-by-step instructions, FAQs, bookmark lists etc. that the employee is likely to find useful, based on your previous PPI sessions with others with similar jobs or learning styles.
- If you don't already have a personal content management program (see below) get this set up for the employee first.
- Schedule about an hour face-to-face with the employee. The first half-hour should be spent observing and asking questions of the employee to identify significant productivity problems. The second half-hour should be spent showing the employee more effective ways of doing their work, stepping them through the leave-behinds, answering questions and getting feedback from the employee on the value they feel they have received from the session.
- Compile a list of observations and systemic problems that PPI cannot resolve, and present them to senior management for them to address.
Personal Productivity Improvement: (leading practice: Ernst & Young, KPMG)
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- Personal Content Management:
- Work with each individual employee to help them organize and index their 'My Documents' and e-mail folders in a way that makes sense for them. A standard firm-wide taxonomy is rarely appropriate and with current technology it is no longer necessary. Each person's files should be set up the way they would set up their personal filing cabinet if the documents were all hard-copy. Rather than by subject-matter, the most effective organization scheme is often 'taskonomic' rather than taxonomic -- indexed by how or when it will be (re-)used.
- Deploy Google Desktop or some other fast, simple, powerful desktop search tool.
- Use RSS feeds to simplify 'publishing' and 'subscribing' to others' content, and show employees how to use them and how to integrate this content into their personal taxonomy.
- If you have canvassing and/or harvesting programs (see below) show employees how to use them and how to integrate this content into their personal taxonomy.
- Develop and disseminate (with simple one-page instructions or FAQs) routines and practices for effectively capturing, filing and finding relevant knowledge in the context of what it is to be used for.
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- Personal Shared Workspaces, Publishing & Subscription:
- Educate the project team.
- Identify the pilot group: There are three constituencies in organizations who will more readily see the benefits of using personal shared workspaces and who are therefore natural pilot groups: (a) subject matter experts who are inundated with requests for information and advice, who could benefit from having their 'electronic filing cabinet' accessible to and browsable by others in the organization, (b) those in the company who are already publishing newsletters and similar regular bulletins, and (c) those who are coordinating community of practice networks.
- Develop a starting personal 'taskonomy' and starting personal content archive for each pilot group member.
- Select and adapt a commercial weblogging tool and/or develop your own personal shared workspace tool.
- Get the IT subteam to: Convert personal content archives to HTML & ‘bulk publish’ them, create a personal TOC for each group member, and develop a password protection scheme.
- Offer everyone in the firm a brief seminar on personal shared workspace publishing & subscribing. Let interest in using these tools spread virally.
- Talk up personal shared workspaces outside the organization.
- Set up a personal shared workspace help/monitoring group.
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- Automatic Content Harvesting: (leading practice: Hill & Knowlton)
- Create separate Public and Private 'My Documents' and e-mail folders on each employee's hard drive.
- Whenever users 'save' or store a document or message, prompt them to decide whether the document should be stored in the Public (shareable) or Private folder.
- Establish an automated mechanism like RSS to regularly 'harvest' the Public folder information, to a central mirror site that other users can browse, and/or in response to just-in-time canvassing searches (see below), peer-to-peer.
- Encourage people in the organization who maintain the most valuable context-rich content (e.g. subject matter experts, network coordinators and newsletter editors) to use personal shared workspaces (see above) to post and archive their content as part of their Public folder.
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- Just-in-Time Canvassing, and People-Finders: (leading practice: Lend Lease corporation)
- Use social network analysis (mapping or interviewing) to identify the de facto networks of expertise and trust in the organization.
- Use these to identify network coordinators, the 'people to go to first' on key subject matter areas for your organization.
- Have these coordinators create, maintain and publish Canvassing Lists (e-mail groups) with e-mail, IM, phone and other contact information for the people in these subject matter networks, so that anyone in the firm who wants to canvass people in a network can do so with one click. These lists should include experts outside as well as inside the organization.
- Create Canvassing Templates, forms that people can fill in quickly and simply to describe what expertise they're looking for, and then send them to one or more Canvassing Lists.
- Devise a simple one-page instruction sheet/FAQ on how to effectively use the Canvassing Lists and Templates, which communication media to use in different circumstances to contact them, and how to deal with telephone tag, non-responses and other situations when canvassing response is inadequate. It should also deal with appropriate etiquette and protocols to ensure the canvassing process isn't abused.
- If you also have an Auto-Harvesting program (see above), consider putting experts' weblogs and other context-rich resources in the Canvassing List to use as a surrogate for people who are unable or unwilling to respond to canvassing requests personally.
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25 Dec 07
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24 Aug 07
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21 Aug 07
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What we in KM need to do is go back to the original premise and promise of KM and start again -- but this time from the bottom up: Develop processes and programs, and buy or build tools, that measurably improve the effectiveness of front-line workers in the performance of their unique and increasingly-specialized jobs; Refocus from top-down centralized content acquisition and collection to peer-to-peer content-sharing; Develop processes and programs, and buy or build tools, that measurably improve sense-making: the value and meaning of content in context; Refocus from top-down community-of-practice management to enabling peer-to-peer expertise-finding and connectivity.
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10 Aug 07
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25 Apr 07
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27 Feb 07
Michel BauwensThis article is the concatenation and update of three previous articles on Personal Knowledge Management (PKM). It will be published later this year as a chapter in a compendium book on emerging trends in KM.
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02 Oct 06
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