Bertrand Duperrin's Library tagged knowledgemanagement →  View Popular, Search in Google

"En cette rentrée, une interrogation de fond émerge des yoyos économiques et politiques européens et des révolutions arabes aussi improbables que bien réelles. Cette interrogation peut se formuler de la manière suivante : la problématique de l’accès au savoir est totalement bouleversée. 95% de l’information est disponible en accès libre. Elle est disponible de partout et en temps réel. Les outils et la technologie la rendent parfaitement mobile. La vitesse d’échange ne laisse plus forcément le temps du recul et de l’assimilation. La difficulté n’est plus l’obtention de l’information, mais le discernement de l’information utile, voire de l’information vraie."

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"It has become accepted wisdom that weak ties — your acquaintances, distant colleagues — can provide more novel information than close ties. But new research by Marshall Van Alstyne, associate professor at Boston University and a visiting professor at MIT, suggests that in some cases strong ties are better."

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"Les pratiques individuelles et sociétales (usage massif de Facebook, textos, smartphones, etc.) modifient nécessairement les pratiques en entreprise et il est légitime que les dirigeants s’interrogent à propos de l’utilisation de réseaux sociaux électroniques comme Facebook ou Twitter. Ces réseaux sociaux représentent un moyen très efficace de mobiliser les savoirs des individus. Danone a, par exemple, mis en place une stratégie de Knowledge Management fondée uniquement sur ces réseaux. Mais il faut « organiser » et « outiller » ces réseaux en nommant un coordinateur sinon on obtient une véritable « auberge espagnole »…"

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"The Dawn of Emergent Collaboration” for MIT Sloan Management Review in 2006, and went on to expand on those ideas in our magazine and in the book Enterprise 2.0 (Harvard Business Publishing, 2009).

In a new Q&A with David Kiron, executive editor of Innovation Hubs at MIT SMR, McAfee looks back at the past six years and what he’s learned about the triggers that generate CEO interest in social networking, what he misread and why the idea of controlling information flows is becoming obsolete.

"

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Here is a new report on 2011 enterprise search trends from Forrester, Enterprise Search: Six Key Trends to Watch by Leslie Owens with Stephen Powers and Anjali Yakkundi. The report indicates that despite the fact that only 10% of IT leaders will upgrade or expand their information access implementations this year, search experts are optimistic about their ability to deliver search solutions that are both usable and useful."

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"The advent of the Internet, with sophisticated algorithmic search engines, has made accessing information as easy as lifting a finger. No longer do we have to make costly efforts to find the things we want. We can "Google" the old classmate, find articles online, or look up the actor who was on the tip of our tongue. The results of four studies suggest that when faced with difficult questions, people are primed to think about computers and that when people expect to have future access to information, they have lower rates of recall of the information itself and enhanced recall instead for where to access it. The Internet has become a primary form of external or transactive memory, where information is stored collectively outside ourselve"

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"Dans un précédent billet, j'ai décrit quelques caractéristiques des projets complexes. J'aimerais revenir ici sur la question "que doit-on connaître d'un système pour pouvoir l'influencer dans la direction souhaitée", et pour cela je m'oserai à une nouvelle éloge de l'ignorance en management."

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"As managers and executives increasingly look at the potential of social software to improve collaboration and connectedness amongst their workers, I’ve been seeing the same old questions arise in a newer, more senior audience. Namely, why are social business tools really different from the communication tools that are already in the hands of their workforce today? "

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"Plenty of people say that collaboration is not an easy task, whether face to face or whether remote, but certainly it looks like collaborating effectively online still presents a good bunch of challenges and issues, and Aliza’s article surely highlights some of the most relevant ones. Worth a read, for sure, but is there anything else that we can do to help improve remote collaboration in today’s rather complex environment? … Maybe."

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"La philosophie du social learning est en contraste avec la vision traditionnelle cartésienne de la connaissance et la formation. La perspective cartésienne suppose que la connaissance est une sorte de substance et que l’apprentissage est un moyen de transférer cette substance des formateurs à leurs élèves. De son côté, au lieu de partir du principe cartésien du «je pense, donc je suis», la vision sociale de l'apprentissage dit: «Nous participons, donc nous sommes. "
C’est en société que nous apprenons. L’observation, les discussions, la collaboration sont autant d’occasion d’apprendre. L’aspect social de l’apprentissage est fondamental. Le social learning n’est donc pas une nouveauté apparue avec le web 2.0."

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"In this interview, Forrester research analyst James Kobielus talks about how 'social business intelligence' combines business intelligence, knowledge management, social networking and collaboration, social media monitoring and analytics. How can it help your business?"

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"Le guide se présente sous la forme d’une grille de neuf cases représentant neuf défis à relever, de la localisation des experts et expertises au sein de l’entreprise à la structuration efficace de l’information, en passant par l’identification et le transfert des meilleures pratiques. Dans chacune des neuf cases est prescrite une combinaison d’actions constitutives de la stratégie à adopter."

knowledge knowledgemanagement

"The customer service representatives for Knowledge Shop use Salesforce.com to manage membership information, seminar registrations, and to assign and track questions for Knowledge Shop advisers. When a rep enters a question into Salesforce.com from a Knowledge Shop member, the service rep can push that question into Socialtext Signals with the click of a button. Even though the question is addressed to a specific tax adviser, Hayes Knight finds value in letting others see the questions being asked."

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"The company is approaching a critical juncture in its history: Half its work force here in the Puget Sound region will be eligible for retirement within the next decade. With an influx of largely younger employees, Boeing is searching for ways to retain its knowledge base before its experienced Machinists and engineers leave.

"My job title is tribal knowledge facilitator," Spigler said with a laugh during an interview recently.

But that tribal knowledge really is the reason Boeing reached out to retirees still living in the region, said Joyce Whitehorn, a manufacturing and quality assurance manager who helped get the program going.

"These are people who have a proud legacy with the Boeing Co.," she said.

Retirees such as Gandee and Spigler were at the pinnacle of Machinists' knowledge when they left the company, making them ideal teachers of new employees, Whitehorn said."

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"Here's a theme that's been causing a lot of debate amongst my peers of late — is a social intranet the same thing as a social workplace and the same as social collaboration? Can one product or set of features meet the needs of all of these requirements?"

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"Every month I review the search terms that lead people to our Knoco website, just to see what people are searching for. A common search term that came up again this month, is "How to incentivise knowledge sharing".

I thought it was worth a blog post on it's own.

The simple answer is Don't!"

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"Leaders often won’t invest resources to reduce the impacts of lost knowledge because they don’t understand the true costs of failing to act. Making the costs of lost knowledge visible is the best way to create a sense of urgency that will lead to executive action. "

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"Some studies show that between 25 and 50% of the communication between knowledge workers remains tacit and uncaptured. The question is how can we be productive and comfortable with our daily work if about half of the raw material we’re working with is wandering around ?"

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