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U.S. Army Field Manual Embraces Knowledge Management and Collaboration - The Diigo Meta page

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Bertrand Duperrin's personal annotations on this page

bertrandduperrin
Bertrandduperrin bookmarked on 2008-09-13 knowledgemanagement formalnetworks informalnetworks communities communitiesofpractices communitiesofpurpose communitiesofinterest organization process

The Knowledge Management Section of the U.S. Army’s Field Manual FM 6-01.1 is a classic example of the formal structure and organization one can apply to just about any organizational process that requires management

  • Figure 3-2 illustrates a pyramidal hierarchy of collaboration styles that I have found to be unrealistic in typical organizations. Just as there are multiple organizational structures that may or may not map to what you see on the formal organizational chart, you also see people engaing in different types of collaboration at different times for different purposes. Sometimes this collaboration can be planned, and sometimes it emerges spontaneously. Fixating too solidly as a manger on a theoretical progression of collaboration types may be less useful than concentrating on identifying when different type of collaboration make sense and making sure the resources are available to support what is needed.
  • In other words, it’s a process that lays out the role of knowledge management and how learning can be captured and fed back to improve operations. It’s no better nor worse than any other set of “process steps.”

This link has been bookmarked by 1 people . It was first bookmarked on 13 Sep 2008, by Bertrand Duperrin.

  • 13 Sep 08
    bertrandduperrin
    Bertrand Duperrin

    The Knowledge Management Section of the U.S. Army’s Field Manual FM 6-01.1 is a classic example of the formal structure and organization one can apply to just about any organizational process that requires management

    knowledgemanagement formalnetworks informalnetworks communities communitiesofpractices communitiesofpurpose communitiesofinterest organization process

    • Figure 3-2 illustrates a pyramidal hierarchy of collaboration styles that I have found to be unrealistic in typical organizations. Just as there are multiple organizational structures that may or may not map to what you see on the formal organizational chart, you also see people engaing in different types of collaboration at different times for different purposes. Sometimes this collaboration can be planned, and sometimes it emerges spontaneously. Fixating too solidly as a manger on a theoretical progression of collaboration types may be less useful than concentrating on identifying when different type of collaboration make sense and making sure the resources are available to support what is needed.
    • In other words, it’s a process that lays out the role of knowledge management and how learning can be captured and fed back to improve operations. It’s no better nor worse than any other set of “process steps.”

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