I was recently asked to participate in a KM roundtable event that APQC are organising on the subject of Content Management Systems (CMS). They wanted to gather some perspectives from KM professionals and thought leaders (their wording, not mine) active on Social Media to answer a few questions on the best way for creating and gathering internal enterprise content, organising and maintaining that content and making it easily accessible to employees and other stakeholders. The questions and my response as…
Why is it that some organisations still focus on the document, and being able to hold ‘the strategy’ in their hands. We need to be able to hold the strategy in our heads, not our hands and this happens when its implementation is embedded in what the organisation does, day in and day out.
A presentation for the Managing Partners’ Forum. Separating the needs of the individual and those of then organisation has always been an issue for KM and Learning. At times these needs align, sometimes they need to be reconciled and at other times they diverge, particularly when an individual moves to another organisation. The presentation looks specifically at the changing nature of organisations and the emergent power of networks and networking. Personal Knowledge Management (PKM) is a competence we must all learn in order to remain relevant to our organisation. But who ultimately “owns” the ‘corporate’ knowledge that we gather through the workplace networks we nurture and sustain, and do the organisations we work for even recognise the importance of these networks as places for continual learning, knowledge sharing and incubators for innovation?
MOOCs and online programs primarily help those who are self motivated to learn, and the vast majority of these people would have figured out how to educate themselves, whether in college or on their own, regardless of whether or not online courses are available.
Putting aside my previous skepticism on the value of influence and reputation scores , whether it’s Kred, Klout, Peerindex or whatever, I was taken by surprise to see that I featured in the top 100 Knowledge Management Influencers list compiled by Mindtouch. As it is, I’m halfway through a Social Network Analysis (SNA) course being run by Prof Lada Adamic at the University of Michigan, which I signed-up for to satisfy my thirst for knowledge on this topic, and I’m getting…
If organisations stopped spending so much time on processes and technology solutions and uncovered the latent potential in employees then real value could be harnessed through Personal Knowledge Management. The goal is to make knowledge workers better at capturing, using and sharing knowledge, and maximising their personal effectiveness in the social and relationship-building part of their jobs.
In this Part 2 piece I wanted to look at some of the social ecology trends, and specifically:
– collaborative platforms (or the technology that underpins social networks),
– email (because it is still the biggest consumer of time)
– personal knowledge management (the human algorithm)
– the growing importance of the community manager and the digital curator
What Personal Knowledge Management means to me.
Children are unencumbered from business protocols, corporate hierarchies and other conformist behaviours, they say what they think, and act instinctively. But how much of this child-like behaviour is hard-wired into our personas? Do we all behave a bit like children in the way that we share and collaborate?
If people are given the right tools and the right environment, will they spontaneously collaborate and share knowledge? Why do some people find it difficult to share and collaborate? Would incentives and rewards make a difference? This post explores answers to these and other questions about Collaborative Behaviours.