By Sue Brelade, Christopher Harman
A professional yet jargon-free advisor enablea you to control the data on your association successfully--to establish, assemble and use that wisdom to greatest advantage.Organize and deal with all of your wisdom assets adequately and you may: elevate productiveness; decrease dear blunders; in attaining your targets extra fast; differentiate yourselves from others. it is a no-nonsense rationalization of what KM is, what it might probably do on your association and what you want to comprehend and do. It contains 4 targeted checklists and 3 in-depth case stories.
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Additional info for A Practical Guide to Knowledge Management (Thorogood Professional Insights)
Finding out whether a culture will be conducive to effective knowledge management means looking for the evidence. This will be found in the effects of the culture. One way of doing this is to look at the effects on the people who work in the organisation. One of the organisations we looked at regularly surveyed its staff to ascertain whether they felt that: • As individuals they had a high level of autonomy in their work • Whether team working and collaboration was encouraged by the ‘way the organisation did things’ • Whether they felt the organisation was committed to their training and development • Whether they felt able to fully use their skills and abilities • Whether they felt valued • Whether they felt there was sufficient variety in their work • Whether they felt adequately informed about and involved in decisions that were made.
It had been decided that staff were spending too much time by the coffee machine, so it was withdrawn. It was soon apparent that the flow of information and ideas between the different sections using the machine had dramatically reduced leading to misunderstandings and bad feeling. The coffee machine was put back. This story illustrated a simple point about the effects of physical environment on team working and the sharing of ideas, information and knowledge. In that organisation, it had been realised that making offices more open, allowing people to circulate and meet each other and removing physical barriers to communication had an important part to play in effective knowledge management.
For knowledge management, achieving the feeling of interdependency (which in turn drives future collaboration) means encouraging the sharing of knowledge. Building mutual awareness between participants in a collaborative venture means utilising technology to provide rapid feedback. In managing teams of knowledge workers, the approaches being adopted are designed to: • Allow individuals to apply their own expertise and knowledge with minimum interference and maximum autonomy • Provide the team with the means to access and share information electronically.
A Practical Guide to Knowledge Management (Thorogood Professional Insights) by Sue Brelade, Christopher Harman