All Life Is Problem Solving

In Part Two of this series, I pointed out that KM personnel need a measure of autonomy from line authority and an ability to define for themselves where knowledge processing in locales and other groups needs to be enhanced. This is critical for avoiding “the strategy exception error,” of exempting the process of strategy making […]

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Every once in awhile someone in Knowledge Management will state the view that organizational knowledge is the set of beliefs on which there is an organizational consensus. This viewpoint fits with constructivist approaches to knowledge because, according to the constructivists, knowledge comprises the belief filters we humans create to interact with the world, and then […]

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My friend Mark McElroy just released a new presentation outlining a straw man specification for a comprehensive triple bottom line sustainability index for organizations comprised of context-based metrics. The work discussed in the presentation is unique and very important, and I recommend that anyone interested in sustainability (which should be everyone in my view), take […]

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Last July I wrote two posts on National Governmental Knowledge Management. In the first, I made the case that there was a need to organize and implement formal KM in National Governments to see whether it can produce an ecology of rationality that will work to enhance knowledge processing, knowledge and adaptation throughout such Governments. […]

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February 17, 2009. Alexandria, VA — EIS and KMCI are proud to announce the release of a new White Paper co-authored by Richard A. Vines of Project Lessons – Strategic Solutions of Melbourne Australia, William P. Hall of the Australian Centre for Science, Innovation, and Society, Melbourne, Australia, and Luke Naismith of Knowledge Futures, of […]

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(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 […]

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This post continues the discussion begun in Part Three of this series with an analysis of problems with the underlying conceptual model of the presentation on the Federal KM Initiative. Here’s a graphic of that model as I’ve reconstructed it from the text of the presentation. Reconstruction of Neil Olonoff’s Conceptual Model Let’s work backwards […]

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(Co-Authored with Steven A. Cavaleri) Enhancing the power of an organization’s PSP is a matter of moving it toward the Open PSP from whatever position in phase space it is in. The Vision: Moving Toward the Open PSP Moving an organization’s PSP is driven fundamentally by re-focusing the attention of employees from implementing existing solutions […]

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(Co-Authored with Steven A. Cavaleri) In his new book, Chasing the Rabbit, Steven Spear distinguishes highly adaptive organizations from others, terms them “rabbit organizations,” and, alternatively, “high-velocity organizations,” and develops a framework for identifying them. According to Spear, such organizations have four capabilities: 1) “Specifying Design to Capture Existing Knowledge and Building In Tests to […]

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(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 […]

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