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A consultant friend worked for an international corporation. For the first three years he worked very hard, introducing lean production techniques into the business. This meant introducing measurement systems, benchmarking methodologies and eliminating waste in many forms through involvement and empowerment. He also made recommendations that led to new information systems whose implementation he led. The arrival of the interest in the learning organization allowed him to integrate everything he had laboured over ...
A consultant friend worked for an international corporation. For the first three years he worked very hard, introducing lean production techniques into the business. This meant introducing measurement systems, benchmarking methodologies and eliminating waste in many forms through involvement and empowerment. He also made recommendations that led to new information systems whose implementation he led. The arrival of the interest in the learning organization allowed him to integrate everything he had laboured over into a coherent whole. When the knowledge revolution began to grow, he was convinced that what he had been doing had been part of that revolution. But one day, after three years of hard work across the corporation's plants around the world, he was allowed a glimpse of the real business knowledge that drove the organization. And to his initial sense of disbelief, this 'real' knowledge had nothing to do with efficiency, utilization or the involvement of large numbers of people. This 'real' knowledge turned out to be about knowing when to get into a market, when to get out; how to create value in that market and manage its decline. This knowledge was shared between three key individuals and by being allowed to see it, my friend was being invited to participate in a very privileged game. The question he kept asking himself, was: how could he have missed the real knowledge for so long? How could he have confused what turned out to be minor tactics with a strategy?
(Excerpt from The Knowledge Activist's Handbook)
1 Developing Personal Knowledge.
Home-grown or Tinned?
Translate, Synthesise, Connect.
How To Go on a Dead Cat Hunt.
2 Developing Knowledge Leadership.
Smell Coffee, Taste Coffee.
Homes, Not Pyramids.
Rule of Three.
3 Working with Knowledge.
Death by Examination.
Goodbye to Knowledge Management.
The Knowledge Idiots.
Knowledge is Not Power.
Trick or Treat?
Moments of Truth.
Post-It, Cruel Partner, Aspirin and Alien.
4 The Organization vs. Knowledge Management.
The Blind Storyteller.
Simon Says: Don't Copy.
The Elvis Trap.
Curse of the Knowledge Princes.
Bodybuilding for the Knowledge Organization.
The Naked Emperor's Wardrobe.
Who Needs Groundhog Day?
Pain is the Spur.
Your Knowledge or Your Life.
The Dunce's Cap.
5 Creative Approaches and Tools.
Barefoot Knowledge Management.
The Eternal Innovating Triangle.
Innovating Styles Profile.
6 Startgame/Endgame .
Posted May 5, 2004
Author Victor Newman sets out to demystify knowledge management, strip away the jargon and offer a clear, useful guide to integrating emotions and logic practically. His information is random, bouncy with unconnected ¿ though interesting ¿ anecdotes, mostly in the first person. The author didn¿t assemble his thoughts in a very orderly way, given that this is more of a notebook than a book, but he comes through with punchy, tight chapters and a rare sense of humor. Most writing about knowledge management is tedious and academic. This book aims to break that pattern. It¿s a collection of personal stories, because knowledge management is, after all, a personal enterprise. As a notebook, this publication has both utility and merit. Newman offers valid criticisms of current knowledge management practices, and suggests some modes of thought and some useful readings. Sequence isn¿t the priority here, content is. You will find nuggets of useful knowledge management lore and counsel. We recommend keeping the book handy and dipping in often for a helping hand. This notebook is like any other set of knowledge: you¿ll have to manage it a bit.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.