All Life Is Problem Solving

(Co-Authored with Steven A. Cavaleri) In this series, we developed the ideas of the Problem Solving Pattern (PSP) and Problem Solving Pattern Management. We pointed out how vital performing PSP patterns well is to organizational adaptation, distinguished the problem solving pattern from the Operational Pattern (OP) (Part One), defined four types of problem solving patterns, […]

[Read more →]

(Co-Authored with Steven A. Cavaleri) This post is the second discussing the question of enhancing processes and activities we use to develop new ideas. Second, introduce openness to new ideas as a policy and get the organization to commit to it. This is easy to say, but because “openness” is not always easy to see […]

[Read more →]

(Co-Authored with Steven A. Cavaleri) Here are four types of PSPs that may be found or approximated in organizations. The four are not a mutually exclusive and jointly exhaustive classification of PSPs, but a categorization of types that one can use to begin to understand and explore the world of PSPs, or if you like, […]

[Read more →]

(Co-Authored with Steven A. Cavaleri) In organizations, there is a continuing tension and trade-off of effort and resources between routine and adaptive behavior. Some few organizations, like Toyota, have been able to break through the trade-off between these divergent needs, to perform well at both, and to achieve sustainable effectiveness. But ineffective companies are in […]

[Read more →]

On March 17 and 18th John Tropea, one of the most active bloggers on KM 2.0 and social computing issues made two very interesting contributions to discussion of this issue. On March 17, in a blog entitled “Why KM 1.0 Failed in a Nutshell,” John put his finger on a point very essential to this […]

[Read more →]

To foster openness in an adaptive team, try to create a culture where team members internalize the following norms, collectively known as the Sustainability Code, developed by Mark McElroy and I a few years ago for our CKIM Workshop. Here’s the code: 1. All knowledge used as a basis for individual and/or shared action by […]

[Read more →]

In a recent discussion in actkm over the past few days, Steve Denning raised the question of how one might create “high performance teams.” In this and the next post, I’ll provide a slightly revised version of one of my replies during the discussion. Unless high performance teams are performing routine business process work using […]

[Read more →]

Until the late spring of 2007, discussion about KM 2.0 had raised a number of issues and themes including: — KM 2.0 is KM which utilizes Web/Enterprise 2.0 tools to enable greater connectivity and self organization in one’s enterprise; — Before the introduction of Web/Enterprise 2.0 tools KM had been a command-and-control-oriented approach, but KM […]

[Read more →]

The Organization of Knowledge Management in National Governments (continued) A second possible answer to the question of how to organize KM in National Governments is to organize it in a decentralized way across national governmental agencies and inter-agency teams. Each Governmental unit, or inter-agency group, would have some KM personnel and would be responsible for […]

[Read more →]

National Governmental Knowledge Management The primary focus of Knowledge Management, thus far, has been on organizations, communities, and teams, with some emphasis on Personal Knowledge Management (PKM), and “Knowledge Cities.” Knowledge Management in Government has primarily continued the organizational focus of most work in the field. It is agency-based and project-focused, and has had little […]

[Read more →]