This link has been bookmarked by 20 people . It was first bookmarked on 24 Jul 2006, by Sylvie Le Bars.
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16 Oct 08
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identified and built on their employees’ competencies, or ensured they are motivated to deliver the best of their work and share knowledge.
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organisations stand by the stock statement that ‘our people are our greatest asset’, but in practice they remain unreceptive to concepts such as PKM.
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we have since made 95 per cent of work invisible.” McGee notes that it is easy to see a messy, disorganised office, but a messy, disorganised hard drive or e-mail inbox is invisible.
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“Employers do not own personal knowledge, they merely tap into that part that employees are willing to share,”
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On an information-management level, PKM involves filtering and making sense of information, organising paper and digital archives, e-mails and bookmark collections.
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The personal side tries to understand how a knowledge worker’s activities contribute to their performance. It is this side that is often neglected as KM initiatives do not correlate with an individual’s existing practices.”
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The objectives for PKM extend further than giving employees access to intranets, systems and standards. “Most organisations do not release or optimise the value in their people,”
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“As I understand and add to my portfolio I also develop a better sense for where the holes are, what I need to learn and who can fill in the rest of the picture.” Individuals will be better equipped to work and, as Davenport says, they will demonstrate better knowledge-based action and decision making, with less time needed to access and synthesise the knowledge needed to act intelligently
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“Organisations need to recognise that employees are investors that bring their expertise to a company and can withdraw it if the ROI is not compelling.” Companies must create the conditions for PKM to emerge among knowledge workers; however the organisation must first want to support employees in this way.
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29 Sep 08
Sean BradyI think this is a good overview article for PKM in the enterprise. A good starting point for anyone interested in knowming more about PKM.
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identified and built on their employees’ competencies, or ensured they are motivated to deliver the best of their work and share knowledge.
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organisations stand by the stock statement that ‘our people are our greatest asset’, but in practice they remain unreceptive to concepts such as PKM.
-
we have since made 95 per cent of work invisible.” McGee notes that it is easy to see a messy, disorganised office, but a messy, disorganised hard drive or e-mail inbox is invisible.
-
“Employers do not own personal knowledge, they merely tap into that part that employees are willing to share,”
-
On an information-management level, PKM involves filtering and making sense of information, organising paper and digital archives, e-mails and bookmark collections.
-
The personal side tries to understand how a knowledge worker’s activities contribute to their performance. It is this side that is often neglected as KM initiatives do not correlate with an individual’s existing practices.”
-
The objectives for PKM extend further than giving employees access to intranets, systems and standards. “Most organisations do not release or optimise the value in their people,”
-
“As I understand and add to my portfolio I also develop a better sense for where the holes are, what I need to learn and who can fill in the rest of the picture.” Individuals will be better equipped to work and, as Davenport says, they will demonstrate better knowledge-based action and decision making, with less time needed to access and synthesise the knowledge needed to act intelligently
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“Organisations need to recognise that employees are investors that bring their expertise to a company and can withdraw it if the ROI is not compelling.” Companies must create the conditions for PKM to emerge among knowledge workers; however the organisation must first want to support employees in this way.
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29 Apr 08
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10 Dec 07
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01 Oct 05
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01 Mar 05
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29 Sep 04
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06 Jul 04
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14 May 04
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Focusing knowledge-management initiatives on the individual should not be a groundbreaking move within an organisation. However, few companies have taken the time to equip employees with the appropriate tools and techniques to support their personal-knowledge and information-management needs. Even fewer have identified and built on their employees’ competencies, or ensured they are motivated to deliver the best of their work and share knowledge. Sandra Higgison finds out why personal knowledge management has been ignored by organisations and traditional KM initiatives for so long.
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13 May 04
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