5
1
The Complete Idiot's Guide to Knowledge Management
360
by Melissie Clemmons Rumizen
Melissie Clemmons Rumizen
The Complete Idiot's Guide to Knowledge Management
360
by Melissie Clemmons Rumizen
Melissie Clemmons Rumizen
eBook
$10.99
Related collections and offers
10.99
In Stock
Overview
You’re no idiot, of course. You know that knowledge is power. However, teamwork is the key in today’s new corporate economy, and keeping things to yourself won’t benefit you or your company.
• Step-by-step instructions on implementing the concept within your company or group.
• Strategies for knowledge sharing.
• The fundamentals of trying a pilot program.
• How information technology relates to knowledge management.
• The importance of culture in the program.
But you don’t have to reinvent the wheel! The Complete Idiot’s Guide® to Knowledge Management will show you exactly how to share information among your peers to help your company achieve greater success! In this Complete Idiot’s Guide®, you get:
• Basic knowledge management models and concepts.• Step-by-step instructions on implementing the concept within your company or group.
• Strategies for knowledge sharing.
• The fundamentals of trying a pilot program.
• How information technology relates to knowledge management.
• The importance of culture in the program.
Product Details
ISBN-13: | 9781440695650 |
---|---|
Publisher: | DK |
Publication date: | 09/01/2001 |
Series: | COMPLETE IDIOT'S GUIDE |
Sold by: | Penguin Group |
Format: | eBook |
Pages: | 360 |
File size: | 4 MB |
About the Author
Melissie Clemmons Rumizen, Ph.D., is Knowledge Strategist at Buckman Labs, hailed as one of the top examples of knowledge management implementation in the United States. She also developed and maintains the award-winning Buckman Laboratories Web site on knowledge management (www.knowledge-nurture.com). She has 20 years’ experience as a linguist and benchmarking and KM specialist with the U.S. Army and National Security Agency. She joined Buckman Labs in 1997.
Table of Contents
Part 1 | Exploring the Oxymoron | 1 |
1 | What's in a Name? | 3 |
The Publisher and the Krona | 4 | |
Exploring Knowledge Management | 6 | |
Defining Knowledge | 6 | |
Tacit and Explicit Knowledge | 8 | |
Defining Knowledge Management | 9 | |
Organizational Drivers for Knowledge Management | 9 | |
And the Winners Are | 11 | |
2 | More Models Than a Car Show | 15 |
The World Has Changed, Says Peter Drucker | 16 | |
What the Krona Started | 18 | |
Employee Competence | 18 | |
Internal Structure | 19 | |
External Structure | 19 | |
From Making Bread to the Knowledge Spiral | 20 | |
Creating a Learning Organization | 22 | |
Mapping How Value Is Created | 23 | |
3 | What's a Chief Knowledge Officer? | 27 |
Somebody Has to Do It | 28 | |
Stranger from Outside or Hire Within? | 29 | |
In Search of the CKO | 30 | |
CKOs Are Evangelists | 31 | |
CKOs Are Entrepreneurs | 31 | |
CKOs Are Persuaders | 32 | |
CKOs Are Communicators | 33 | |
CKOs Are IT Savvy | 34 | |
But What Do They Do? | 34 | |
Where Do They Perch? | 35 | |
4 | Knowledge Management Success Stories | 37 |
Introducing Knowledge Masters at Hewlett-Packard Consulting | 38 | |
What We Want to Be | 38 | |
Getting Started | 39 | |
Going for a Trial Run | 40 | |
Phase One | 40 | |
Phase Two | 42 | |
Phase Three | 42 | |
Keep the Fire Burning | 43 | |
The Learning Organization at British Petroleum | 43 | |
The Virtual Team Pilot | 44 | |
How BP Learns Before, During, and After | 45 | |
Comparing HPC and BP | 46 | |
Part 2 | Getting Started | 49 |
5 | Developing a Strategy | 51 |
Fundamentals of a Good KM Strategy | 52 | |
Tailoring KM Strategy for Your Organization | 52 | |
Look at Your Starting Point | 54 | |
Advantages of an Executive Sponsor | 56 | |
Developing the KM Pitch | 57 | |
One Big Strategy or Multiple Projects? | 58 | |
Connecting People or Writing Things Down? | 59 | |
6 | Start Small | 63 |
Why It's a Good Idea to Start with a Pilot | 64 | |
Start with a Pilot | 66 | |
Do Your Homework | 66 | |
Define What "Done" Looks Like | 66 | |
Involve the End Users | 67 | |
Picking a Winner | 67 | |
What's the Buzz? | 68 | |
Learn as You Go | 69 | |
Start with Several Pilots | 70 | |
Plan on Going Big | 70 | |
Form Your Band of Revolutionaries | 70 | |
7 | Building the Infrastructure | 73 |
Deciding Where KM Belongs in the Organization | 74 | |
Decentralized Organizations | 74 | |
Centralized Organizations | 75 | |
Home Sweet Home | 76 | |
Doing the Budget | 76 | |
Developing Your Core Team | 77 | |
Outside-the-Organization Memberships | 78 | |
Celebrations | 78 | |
Creating New Roles and Funky Titles | 79 | |
Forming a Steering Committee | 81 | |
8 | Communities of Practice--The Killer Application | 85 |
The Platypus of Organizational Structures | 86 | |
The Three Dimensions of a Community of Practice | 88 | |
The Life Cycle of the Community Platypus | 89 | |
Planning | 89 | |
Start-Up | 89 | |
Growth | 90 | |
Sustainment | 90 | |
Closure | 90 | |
The Most Important Member, the Community Coordinator | 90 | |
Helping the Community to Develop the Practice | 90 | |
Helping the Community Develop as a Community | 91 | |
Launching a Community of Practice at SAP America | 93 | |
Laying the Foundation | 93 | |
Liftoff for the Community | 95 | |
9 | Strategic Choices for Connecting People to People | 97 |
Look in the Yellow Pages | 97 | |
Yellow Pages for Expertise | 99 | |
Keys for Success | 100 | |
Danger Ahead | 101 | |
Automation | 101 | |
Best Practice Systems | 102 | |
Best Practices Help the American Red Cross | 103 | |
Making People-Finders Part of a Larger System | 105 | |
10 | More Connection Choices | 107 |
Minds Going out the Door | 108 | |
Part 1 | What? | 109 |
Part 2 | So What? | 110 |
Part 3 | Now What? | 111 |
Minds in Different Places: Transferring Strategic Knowledge | 112 | |
The Day-to-Day Stuff: Capturing and Transferring Knowledge | 114 | |
Choosing Approaches | 116 | |
Part 3 | Can't Live with IT; Can't Live Without IT | 117 |
11 | Why Your CIO Has Gray Hair | 119 |
IT Serves the Needs of the Business | 120 | |
Understanding the Business | 120 | |
Building Internal Relationships | 121 | |
Looking Ahead | 121 | |
Showing Value | 123 | |
Setting Standards | 123 | |
Going Around the World | 124 | |
Other Causes of CIO Stress | 126 | |
12 | Nets, Nets, Nets | 129 |
Net 1: The Internet and the World Wide Web | 130 | |
What an Intranet Is | 131 | |
What You Can Do on an Intranet | 132 | |
Benefits of an Intranet | 133 | |
Building an Intranet | 134 | |
Before You Leap | 134 | |
The Minimum It Takes | 135 | |
How to Start a Pilot | 135 | |
Maintaining the Intranet | 136 | |
What Is an Extranet? | 137 | |
13 | Between You and Me with Collaborative Tools | 139 |
Characteristics of Collaborative Tools | 139 | |
The Lowly but Popular E-mail | 141 | |
Talking Together Electronically | 144 | |
Electronic Meeting Systems | 145 | |
Working Together | 146 | |
Shared Documents | 146 | |
Shared Databases | 146 | |
The Electronic Whiteboard | 147 | |
Videoconferencing | 147 | |
Putting It All Together: Integrated Solutions | 148 | |
14 | Finding the Information You Need | 151 |
Staying Out of the Junkyards: Managing Content | 152 | |
Managing Content with Taxonomies and Search Engines | 154 | |
A Taxonomy in Action | 156 | |
Search Engines | 156 | |
One-Stop Shopping with a Portal | 157 | |
Part 4 | The Showstopper of Culture | 161 |
15 | Culture Is You, Me, and Everybody Else | 163 |
The Three Levels of Organizational Culture | 164 | |
Culture Is Learned | 165 | |
Culture Is Stable | 166 | |
The Importance of Understanding Culture | 168 | |
Seeing the Invisible | 169 | |
16 | Working with Organizational Culture | 173 |
Change the Way People Work | 173 | |
Discovering the Shadow Organization | 175 | |
Helping Leaders to Walk the Talk | 177 | |
Leaders Are Always on Display | 178 | |
This Means You, Too, Change Agent | 178 | |
The Importance of Middle Management | 178 | |
Aligning Rewards and Recognition | 179 | |
Creating New Heroes | 180 | |
17 | Managing the Change | 183 |
The Change Process | 184 | |
The Future State | 184 | |
The Current State | 185 | |
The Transition State | 186 | |
Resistance to Change | 186 | |
A Road Map for the Journey | 188 | |
How Big Is the Change? | 188 | |
Who's for You? Who's Against You? | 189 | |
Learning the New Ropes | 190 | |
18 | Spreading the Word Far and Wide | 193 |
Refining Your Message | 193 | |
Telling a Story of the Future | 194 | |
Awareness to Commitment to Passion | 196 | |
Awareness | 197 | |
Commitment | 197 | |
Passion | 198 | |
Help from Communications Experts | 198 | |
Other Tools in Your Communication Kit | 199 | |
A Xerox Tool | 199 | |
Concept Visualization Video | 200 | |
Your Press Kit | 201 | |
Putting Together a Communications Plan | 202 | |
Continuing to Listen | 203 | |
Part 5 | Keeping Score | 205 |
19 | You Get What You Measure | 207 |
Measure for a Purpose | 208 | |
Past and Future | 208 | |
Too Many Measures Is Too Much | 210 | |
Ride the Wave of the Current System | 211 | |
Coping with Skeptics | 212 | |
Combine Numbers with the Story Behind Them | 213 | |
You Are What You Present | 214 | |
20 | Developing Measures | 217 |
Determining Your Goals | 218 | |
Naming Your Audience | 218 | |
Defining the Measures | 220 | |
Deciding What Data Will Be Collected and How | 222 | |
Displaying and Analyzing Your Measures | 223 | |
Looking at Your Team of Measures | 224 | |
Reaching Retirement Age and Other Employment Rules | 225 | |
21 | A Sampler of Measurement Approaches | 227 |
Developing a Balanced Scorecard of Measures | 228 | |
Determining a Return on Investment for Knowledge Assets | 230 | |
Measuring If Knowledge Management Has Grown Up | 232 | |
Asking Employees What They Think | 234 | |
22 | Measuring Intellectual Capital | 239 |
A Typology for Measuring Intellectual Capital | 240 | |
Intangible Assets Monitor | 241 | |
Three Categories | 242 | |
A Generic Example of Typical Indicators | 244 | |
The Celemi Intangible Assets Monitor | 244 | |
The Skandia Navigator | 245 | |
Intellectual Capital Index | 246 | |
Possible Pitfalls | 247 | |
Part 6 | Settling In for the Long Haul | 251 |
23 | Where Did We Go Wrong? | 253 |
Build IT and They'll Come | 254 | |
Ignoring Critical Differences | 255 | |
A Kinder, Gentler Place by Tomorrow | 257 | |
Betting the Farm on a CEO or Other Sponsor | 259 | |
Stopping Before You're Done | 261 | |
24 | Moving to the Big Time | 263 |
How Long Will It Take? | 264 | |
Time Line at Hewlett-Packard Consulting | 264 | |
Time Line for British Petroleum | 265 | |
Consolidating Lessons Learned | 266 | |
Expanding the Effort | 267 | |
Looking Again | 267 | |
The Rush for Gold | 267 | |
Ramping Up | 268 | |
Paying for Your Sins | 269 | |
Part of the Establishment | 270 | |
25 | Lagniappe: The Thirteenth Doughnut | 275 |
IT Support for Personal Knowledge Management | 276 | |
Managing Your Personal Capital | 277 | |
Knowledge Stock | 277 | |
Knowledge Currency | 277 | |
Knowledge Flow | 278 | |
Connecting Yourself to People | 279 | |
Giving to Get | 279 | |
Making Connections | 281 | |
Tips on Networking | 281 | |
Forming a Network of Mentors | 283 | |
Appendices | ||
A | Glossary | 285 |
B | Web Sites | 293 |
C | Books and Articles | 299 |
Index | 305 |
From the B&N Reads Blog
Page 1 of