• Leveraging Organizational Knowledge: TCS KM maturity model and implementation methodology
• Green Chameleon » Knowledge Management Explained in Five Disciplines
• Chief Knowledge Officers - are they needed? | New Agora

• The Content Economy by Oscar Berg: Control is waste & trust drives value creation
• Trojan mice approach enterprise 2.0

• No One Knows What the F*** They're Doing (or "The 3 Types of Knowledge")
  It's not about increasing what you know, but decreasing stuff you don't know you don't know
• Research shows that stories create personal motivation and increase productivity
• The Community Roundtable's Community Maturity Model
• Rethinking Marketing - Harvard Business Review
  Cultivate customers rather than market a product - shift their focus from driving transactions to maximizing customer lifetime value - making products and brands subservient to long-term customer relationships

My last post was a review of a paper by Patrick Lambe, and in this post I review yet another paper on the same topic. The point of this paper, called “Knowledge and Tragedy: or why we shouldn’t share knowledge”, is that sharing, even Just-in-Time sharing is not enough or a complete KM infrastructure, it’s the [...]

• Incredibly Dull: Lurking, a Personal Story
  Lurkers can be passing your links on. They can be taking on what you say and have conversations infecting others with what they learnt from you.
• Anecdote: Endings are important for how we remember experiences
• Social Tagging and the Enterprise: Does Tagging Work at Work?
• The Problem with the Data-Information-Knowledge-Wisdom Hierarchy - The Conversation - Harvard Business Review

• Do We Need Sweeter Carrots and Sharper Sticks? « Daretoshare
• Finding In-House Experts Isn’t Easy « Daretoshare

• Open Collaboration Strategies for SME’s – an introduction « Radical Inclusion

My last couple of posts have been about how important context is in KM. Without connecting to people, conversing and re-contextualising we are not really doing KM. In my mind knowledge doesn’t come in packets off a shelf; it’s a dance. My last posts are: KM in context : sense-making and connectedness It’s not about knowledge sharing, it’s [...]

• The Technology-Collaboration Disconnect - BusinessWeek
• Why requirements don’t work – the riddle of experience vs memory | Designing Change
• Use design thinking for the fuzzy front end of organizational change
• 'Peter Pan' apes never seem to learn selfishness (2/6/2010)

• Stephen Billing’s Blog » An Organisation is a Social Object
• Stephen Billing’s Blog » Six Characteristics of the Corporate Culture Construct
• Stephen Billing’s Blog » Four Dimensions of Change
• Stephen Billing’s Blog » Systems School of Thinking about Change
• Stephen Billing’s Blog » Organisational Change is Not a Relay Race
• Stephen Billing’s Blog » The Problem with Planned Change
• Stephen Billing’s Blog » Change Recipients Play An Active Part In Creating and Shaping Change Outcomes
• Stephen Billing’s Blog » Is There Such a Thing as Organisational Culture?

It’s absolutely paramount that KM sheds its skin of codifying and storing in a database…this is just information management. Sure some people may share some informal documents about experience and insight (considering low recall, and lack of motivation/engagement), but it’s still just information management…maybe the management of informal documents. We share ‘information’, whereas ‘knowledge’ may be [...]

• Avoiding reality in favour of a vision
• Narrative as mediator

• Leaders should tell a story to explain why
• It’s All About Work Life Integration; It’s All About You!
• Finding experts in your company.

• Richard Veryard on SOA: Intelligent Knowledge Management

• Chess to Go
• Delta Knowledge: GO forth and Complexify!
• Green Chameleon » From Data, with Love
• Full Circle Associates » Facilitation Card Decks
• The Informal Learning Page
• What is the right culture for your organization? - Knowledge Jolt with Jack
• Reflections on Knowledge Management and Organizational Innovation: Group Discussion: A Business Case for Social Network Analysis
• Wirearchy - Wirearchy Blog - Exploring the HR Management Framework for Enterprise 2.0
• Open Innovation's Next Challenge: Itself - John Hagel III and John Seely Brown - Harvard Business Review
• Why SMBs Need Social Software – Dunbar’s Number Limits Metcalfe’s Law « I’m Not Actually a Geek
• Lasagna and chips: 77% of learning = Informal
• Stowe Boyd - /message - John Chambers on Socializing Cisco... And Himself

• You Get What You Measure | Above and Beyond KM
• Metrics Need Context | Above and Beyond KM
• evolution of cynefin

• Transparent Office: How to Find Enterprise 2.0 Champions
• 7 things about a complex system to ponder
  We can understand starting conditions as a complex system evolves and we can influence their evolution if we focus on barriers and attractors (1st and 2nd order constraints) but not if we look at the end point (so attempting to predict makes things worse not better)
• Anecdote: What is an attractor?
• Anecdote: The Art of Monitoring

• Five Elevator pitches for Enterprise 2.0 adoption « Heavy Mental
• Enterprise 2.0 : an opportunity for modern management to fulfill its promises ? « Heavy Mental

• Stephen Billing’s Blog » In Change Situations, Communication Efficiency Is Not the Same as Communication Effectiveness
• Stephen Billing’s Blog » How do you Communicate an Unpopular Decision?
• Stephen Billing’s Blog » Informal Communication: The Neglected Poor Relation?
• Stephen Billing’s Blog » Eight Things 2009 Has Taught Me (Or Confirmed for Me) About Change
• Stephen Billing’s Blog » During Change, Provide Your People with Ordinary Conversation as Well as “Communication”

• Lasagna and chips: Communities of practice in organisations: Interview with Wenger