Next Generation Knowledge Management II

  Table of Contents

Preface

Introduction

Part I Managing Knowledge

Chapter 1 Comparing, contrasting corporate and personal KM
Steve Barth and David Snowden

• Personal citizenship; corporate leadership
• Citizenship: individual or collective?
• The 'Ba' perspective
• Understanding personal knowledge management
• Creative abrasion
• Nuture versus nature?
• Drinking from the firehose
• A tea strainer for the firehose
• Leadership in a complex world
• 'Opening' thoughts-the sequel
• Distributed leadership and socialised cognition
• Where do we go from here?
• Ba bye

Chapter 2 Road from command and control to knowledge sharing
Robert Buckman

• Perspectives on KM tools
• Is it managing or sharing?
• Critical first steps to knowledge sharing
• Simple measurement and valuation

Chapter 3 Inter-personal knowledge management (IPKM)
David Gurteen

• Sorting out definitions
• Who are the knowledge workers?
• Multiple definitions, multiple values
• Developing a PKM model
• Metadata for PKM
• Personal content management
• Outcomes

Chapter 4 KM mavens: The way ideas rise, emerge and mingle
Patti Anklam

• An analytical look back at the eras of CKM/PKM
• Weblogs as social networks
• Social software
• 'Idea mavens' and 'distinctions'
• Business case for social network analysis
• SNA versus organisational network analysis
• Socialization meets complexity

Chapter 5 This one's for the knowledge worker
Jerry Ash with Carl Frappaolo

• The worm turns
• If you're ahead of the curve
• Is it knowledge stockholder or stakeholder?
• Seven steps to personal knowledge management
• Step 1 Perspective
• Step 2 Rediscovery
• Step 3 Partnership
• Step 4 Collaboration
• Step 5 Performance
• Step 6 Learning
• Step 7 Strategy
• Personal knowledge audit (PKA) tool

Part II Capitalizing on Knowledge

Chapter 6 How do we know knowledge works?
Megan Santosus

• Uneasy about systems, measurement and KM
• From historic KM to intelligent use of IT systems
• Business intelligence tools as KM metrics
• Absence of unintended consequences as KM metric
• Relationship of CRM and other disciplines to KM

Chapter 7 Knowledge, networks and value creation
Verna Allee

• Process of knowledge and value creation
• Time and talent for thinking
• Nothing as practical as a good theory
• The practice of negotiated self-interest
• Favorable conditions for value network
• Innovation happens in between the spaces

Chapter 8 Creation and reuse of project knowledge
Nancy Dixon

• Connecting originating and re-use teams
• Experience in sharing project knowledge
• Methods for capturing and sharing lessons learnt
• Peer assists versus peer reviews
• Learning from failures versus successes
• Taxonomy versus ontology
• Sense making as retrospective analysis
• From theory to practice

Chapter 9 Achieving accountability through shared values
Rob Lebow

• Seventeen million surveys, eight key values
• From control to freedom-based environment
• New roles for top and middle managers
• Birth of the chaordic age
• Divergent views on management culture
• Can value sharing be forced?
• Debating 'evangelical, messianic mantra'
• Epilogue

Chapter 10 Increasing performance through knowledge
Nick Milton

• Teams and trust
• Performance through practice, not metrics
• Pitfalls of incentive plans
• Defining and organizing communities of practice
• Building learning/sharing teams
• Blending the best of industrial/knowledge eras
• Tracking emotional literacy

Conclusion

Back to top
Back to Overview