All Life Is Problem Solving

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 […]

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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 members […]

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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 knowledge […]

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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 2.0 introduces […]

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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 doing […]

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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 to […]

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The over-riding problem with shifting from a “KM” orientation to a “knowledge sharing” one, is that the words don’t mean the same thing, and focusing on one or the other may well lead to different policies, programs, and interventions. Put another way, since “Knowledge Sharing” and Knowledge Management are not the same thing, it’s possible […]

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