tag:blogger.com,1999:blog-7101960600002181116Thu, 15 Dec 2011 01:01:39 +0000Knowledge Sharing and LearningManagement TechniquesStrategy DevelopmentKnowledge Capture and StorageCollaboration MechanismsTools, methods, and approaches that drive development forward and enhance its effects.http://knowledgesolutions.blogspot.com/noreply@blogger.com (ADB KM Center)Blogger110125tag:blogger.com,1999:blog-7101960600002181116.post-4818657455631733665Thu, 15 Dec 2011 01:01:00 +00002011-12-15T09:01:39.886+08:00Knowledge Sharing and LearningThe true value of a conference lies in its effects on participants. Conferences are to generate and share knowledge that impacts behavior and links to results: this will not happen if the state-of-the-art of conference evaluation remains immature and event planners do not shine a light on the conditions for learning outcomes. Read the paper [ PDF: 498kb | 6 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/GArs8BtD_MI/learning-in-conferences.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/GArs8BtD_MI" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/12/learning-in-conferences.htmltag:blogger.com,1999:blog-7101960600002181116.post-9002461406193000749Thu, 17 Nov 2011 03:25:00 +00002011-11-21T09:02:33.314+08:00Knowledge Sharing and LearningHow can we gauge the successes and failures of collective learning? How can the rest of the organization benefit from the experience? Learning histories surface the thinking, experiments, and arguments of actors who engaged in organizational change. Read the paper [ PDF: 556kb | 7 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/XIfIZPOo-aM/learning-histories.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/XIfIZPOo-aM" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/11/learning-histories.htmltag:blogger.com,1999:blog-7101960600002181116.post-1437539906767650597Tue, 11 Oct 2011 03:28:00 +00002011-11-21T09:29:34.084+08:00Collaboration MechanismsComplex adaptive systems are the source of much intra-organizational conflict that will not be managed, let alone resolved. To foster learning, adaptation, and evolution in the workplace, organizations should capitalize on its functions and dysfunctions with mindfulness, improvisation, and reconfiguration. Read the paper [ PDF: 556kb | 7 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/hDZ4uneIQIk/conflict-in-organizations.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/hDZ4uneIQIk" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/10/conflict-in-organizations.htmltag:blogger.com,1999:blog-7101960600002181116.post-891838068789096363Tue, 04 Oct 2011 06:43:00 +00002011-11-21T09:30:11.340+08:00Strategy DevelopmentPolitical economy embraces the complex political nature of decision making to investigate how power and authority affect economic choices in a society. Political economy analysis offers no quick fixes but leads to smarter engagement. Read the paper [ PDF: 521kb | 11 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/huFI7zOUdCg/political-economy-analysis-for.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/huFI7zOUdCg" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/10/political-economy-analysis-for.htmltag:blogger.com,1999:blog-7101960600002181116.post-4429156807277872370Fri, 26 Aug 2011 00:07:00 +00002011-11-21T09:30:42.686+08:00Strategy DevelopmentIntellectual capital has become the one indispensable asset of organizations. Managing its human, relational, and structural components is of the essence of modern business. Read the paper [ PDF: 454kb | 6 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/qiReR8qxC40/primer-on-intellectual-capita.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/qiReR8qxC40" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/08/primer-on-intellectual-capita.htmltag:blogger.com,1999:blog-7101960600002181116.post-3049940812842251069Mon, 08 Aug 2011 00:20:00 +00002011-08-08T08:23:19.074+08:00Knowledge Capture and StorageRemembering times past stimulates the mind and helps give perspective and a sense of who we are. Social reminiscence is a gain in performance without practice.Read the paper [ PDF: 437kb | 9 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/58zdhzbf_FY/on-second-thought.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/58zdhzbf_FY" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/08/on-second-thought.htmltag:blogger.com,1999:blog-7101960600002181116.post-7800293296266518650Fri, 29 Jul 2011 07:28:00 +00002011-08-01T10:43:10.210+08:00Collaboration MechanismsSurveys are used to find promising opportunities for improvement; identify, create a consensus about, and act on issues to be addressed; record a baseline from which progress can be measured; motivate change efforts; and provide two-way communication between stakeholders. Healthy communities of practice leverage survey instruments to mature into influence structures that demand or are asked to http://feedproxy.google.com/~r/blogspot/aoZZ/~3/b6bwN8QXiJQ/surveying-communities-of-practice.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/b6bwN8QXiJQ" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/07/surveying-communities-of-practice.htmltag:blogger.com,1999:blog-7101960600002181116.post-125484263744506013Tue, 14 Jun 2011 02:03:00 +00002011-06-14T10:07:16.600+08:00Management TechniquesMoral courage is the strength to use ethical principles to do what one believes is right even though the result may not be to everyone's liking or could occasion personal loss. In organizations, some of the hardest decisions have ethical stakes: it is everyday moral courage that sets an organization and its members apart.Read the paper [ PDF: 427kb | 6 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/XBFdBLQPCa8/moral-courage-in-organizations.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/XBFdBLQPCa8" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/06/moral-courage-in-organizations.htmltag:blogger.com,1999:blog-7101960600002181116.post-6894989200657238094Wed, 18 May 2011 01:07:00 +00002011-05-18T09:10:54.353+08:00Management TechniquesNewly minted approaches to corporate reputation are already obsolete. Beyond gaining control of issues, crisis, and corporate social responsibility, organizations need to reconceptualize and manage reputation in knowledge-based economies.Read the paper [ PDF: 511kb | 6 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/5pqKrNBfjyM/managing-corporate-reputation.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/5pqKrNBfjyM" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/05/managing-corporate-reputation.htmltag:blogger.com,1999:blog-7101960600002181116.post-8378162151091518136Tue, 05 Apr 2011 08:15:00 +00002011-04-05T16:18:17.011+08:00Collaboration MechanismsThe act of delegating calls for and rests on trust. In organizations, delegation had better be understood as a web of tacit governance arrangements across quasi-boundaries rather than the execution of tasks with definable boundaries.Read the paper [ PDF: 620kb | 7 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/3FWvnpLY_SU/delegating-in-workplace.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/3FWvnpLY_SU" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/04/delegating-in-workplace.htmltag:blogger.com,1999:blog-7101960600002181116.post-2137929106022815442Tue, 29 Mar 2011 06:16:00 +00002011-03-29T14:20:58.415+08:00Management TechniquesMicromanagement is mismanagement. What is it that one should decide in the higher echelons of an organization that, given the same data and information, personnel in the lower echelons might not run just as well?Read the paper [ PDF: 366kb | 5 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/Xi4QszSXd4w/travails-of-micromanagement.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/Xi4QszSXd4w" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/03/travails-of-micromanagement.htmltag:blogger.com,1999:blog-7101960600002181116.post-2695556432572046071Fri, 25 Feb 2011 06:04:00 +00002011-03-04T11:14:18.583+08:00Knowledge Capture and StorageThe quality of our lives depends on the quality of our thoughts. Critical thinking is the art of analyzing and evaluating thinking with a view to improving it. Excellence in thought can be cultivated and fertilized with creativity. (No. 99 | February 2011)Read the paper [ PDF: 392kb | 4 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/5hGblJZoekM/critical-thinking.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/5hGblJZoekM" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/02/critical-thinking.htmltag:blogger.com,1999:blog-7101960600002181116.post-2656837535879633712Fri, 25 Feb 2011 05:58:00 +00002011-03-04T11:13:22.327+08:00Management TechniquesGood corporate governance helps an organization achieve its objectives; poor corporate governance can speed its decline or demise. Never before has the glare of the spotlight focused so much on boards of directors. Corporate governance has emerged from obscurity and become a mainstream topic. (No. 98 | January 2011) Read the paper [ PDF: 424kb | 9 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/G-bhdj-AvSo/primer-on-corporate-governance.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/G-bhdj-AvSo" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2011/02/primer-on-corporate-governance.htmltag:blogger.com,1999:blog-7101960600002181116.post-7740168808390238658Tue, 21 Dec 2010 08:06:00 +00002010-12-21T16:07:50.056+08:00Management TechniquesIt is a given that organizational change affects people. It is people, not processes or technology, who embrace or not a situation and carry out or neglect corresponding actions. People will help build what they create. (No. 97 | December 2010) Read the paper [ PDF: 372kb | 5 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/3pZYJvLOzlA/forestalling-change-fatigue.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/3pZYJvLOzlA" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2010/12/forestalling-change-fatigue.htmltag:blogger.com,1999:blog-7101960600002181116.post-3150752122763909863Tue, 21 Dec 2010 08:03:00 +00002010-12-21T16:05:52.642+08:00Collaboration MechanismsWith decreasing bureaucracy and decentralization of operations, the span of knowledge coordination should be as close as possible to relevant knowledge domains. Coordinating mediums, or knowledge managers, have key roles to play. (No. 96 | December 2010) Read the paper [ PDF: 375kb | 5 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/DdG1G5FE5NQ/enriching-knowledge-management.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/DdG1G5FE5NQ" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2010/12/enriching-knowledge-management.htmltag:blogger.com,1999:blog-7101960600002181116.post-2799611045697343667Tue, 21 Dec 2010 08:00:00 +00002010-12-21T16:02:45.008+08:00Knowledge Sharing and LearningMany work arrangements discourage learning. In organizations, classroom instruction is obviously not the most efficient method. However, if e-learning is to justify the publicity that surrounds it, there is a great need to understand its organizational environment and to evolve design principles. structures. (No. 95 | November 2010) Read the paper [ PDF: 372kb | 7 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/gWijVhEKFp0/e-learning-and-workplace.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/gWijVhEKFp0" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2010/12/e-learning-and-workplace.htmltag:blogger.com,1999:blog-7101960600002181116.post-7450305663079953501Tue, 21 Dec 2010 07:56:00 +00002010-12-21T15:58:09.996+08:00Organizations once distinguished themselves by their systems and procedures. They now need distinctive ideas about their objectives, their clients, what their clients value, their results, and their plans. For that, they need top talent.(No. 94 | November 2010) Read the paper [ PDF: 381kb | 5 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/Mb9p1ZJJJd0/leading-top-talent-in-workplace.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/Mb9p1ZJJJd0" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2010/12/leading-top-talent-in-workplace.htmltag:blogger.com,1999:blog-7101960600002181116.post-9158752794842128824Tue, 21 Dec 2010 07:52:00 +00002010-12-21T15:56:02.631+08:00Management TechniquesSurveys present clear and mounting evidence that staff engagement correlates closely with individual, collective, and corporate performance. It denotes the extent to which organizations gain commitment from personnel. (No. 93 | October 2010) Read the paper [ PDF: 398kb | 7 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/qas0l5M8G60/engaging-staff-in-workplace.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/qas0l5M8G60" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2010/12/engaging-staff-in-workplace.htmltag:blogger.com,1999:blog-7101960600002181116.post-202255231189478029Tue, 21 Dec 2010 06:53:00 +00002010-12-21T15:59:01.696+08:00Strategy DevelopmentFeedback underpins organizational learning. To find the highest level of success in learning for change, feedback should be invited, analyzed in the most positive manner possible, and used to impact decision making.(No. 92 | October 2010) Read the paper [ PDF: 939kb | 36 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/xiQDOxzD4SM/seeking-feedback-on-learning-for-change.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/xiQDOxzD4SM" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2010/12/seeking-feedback-on-learning-for-change.htmltag:blogger.com,1999:blog-7101960600002181116.post-2298944090820731306Fri, 08 Oct 2010 05:30:00 +00002010-12-21T15:17:28.806+08:00Knowledge Capture and StorageOrganizations spend millions of dollars on management systems without commensurate investments in the categorization needed to organize the information they rest on. Taxonomy work is strategic work: it enables efficient and interoperable retrieval and sharing of data, information, and knowledge by building needs and natural workflows in intuitive structures. (No. 91 | September 2010)http://feedproxy.google.com/~r/blogspot/aoZZ/~3/95YfznD-mhk/taxonomies-for-development.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/95YfznD-mhk" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2010/10/taxonomies-for-development.htmltag:blogger.com,1999:blog-7101960600002181116.post-7365763304369465321Thu, 19 Aug 2010 00:25:00 +00002010-08-19T08:26:26.774+08:00Collaboration MechanismsIn most types of organizations, formal authority is located at the top as part of an exchange against fairly explicit expectations. In networked, pluralistic organizations that must rapidly formulate adaptive solutions in an increasingly complex world, its power is eroding as its functions become less clear. In the 21st century, the requirements of organizational speed demand investments inhttp://feedproxy.google.com/~r/blogspot/aoZZ/~3/9tli2YZaAqM/informal-authority-in-workplace.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/9tli2YZaAqM" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2010/08/informal-authority-in-workplace.htmltag:blogger.com,1999:blog-7101960600002181116.post-8180940435991633009Thu, 19 Aug 2010 00:24:00 +00002010-08-19T08:26:59.926+08:00Collaboration MechanismsThe human mind is driven by an emergent array of biological, cognitive, and social properties. Unconscious processes perform feats we thought required intention, deliberation, and conscious awareness. The breakthroughs of social neuroscience are fostering more comprehensive theories of the mechanisms that underlie human behavior.Read the paper [ PDF: 586kb | 6 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/c5izGI2LIoA/primer-on-social-neuroscience.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/c5izGI2LIoA" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2010/08/primer-on-social-neuroscience.htmltag:blogger.com,1999:blog-7101960600002181116.post-589738321694597391Tue, 03 Aug 2010 03:55:00 +00002010-08-03T11:57:00.813+08:00Collaboration MechanismsTo develop and deliver products and services, large organizations rely on teams. Yet, the defining characteristics of these often hamper collaboration among different parts of the organization. The root cause is conflict: it must be accepted then actively managed. Promoting effective cross-functional teams demands that an enabling environment be built for that. Read the paper [ PDF: 505kb | 5 http://feedproxy.google.com/~r/blogspot/aoZZ/~3/Jv08znw3QmQ/bridging-organizational-silos.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/Jv08znw3QmQ" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2010/08/bridging-organizational-silos.htmltag:blogger.com,1999:blog-7101960600002181116.post-1127155027868694361Wed, 23 Jun 2010 00:09:00 +00002010-06-23T08:10:21.009+08:00Collaboration Mechanisms<!-- — Jun 2010 -->Corporate values articulate what guides an organization's behavior and decision making. They can boost innovation, productivity, and credibility, and help deliver thereby sustainable competitive advantage. However, a look at typical statements of corporate values suggests much work remains to be done before organizations draw real benefits from them.http://feedproxy.google.com/~r/blogspot/aoZZ/~3/CG_5wd4XAWQ/primer-on-corporate-values.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/CG_5wd4XAWQ" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2010/06/primer-on-corporate-values.htmltag:blogger.com,1999:blog-7101960600002181116.post-6478384270902259862Thu, 03 Jun 2010 08:14:00 +00002010-06-03T16:15:31.377+08:00Knowledge Capture and StorageOrganizations are often challenged to identify and resolve workplace problems. The Critical Incident technique gives them a starting point and a process for advancing organizational development through learning experiences. It helps them study "what people do" in various situations. (No. 86 | May 2010)Read the paper [ PDF: 519kb | 6 pages ]http://feedproxy.google.com/~r/blogspot/aoZZ/~3/u2_RX0Q-sPk/critical-incident-technique.htmlnoreply@blogger.com (ADB KM Center)0<img src="http://feeds.feedburner.com/~r/blogspot/aoZZ/~4/u2_RX0Q-sPk" height="1" width="1"/>http://knowledgesolutions.blogspot.com/2010/06/critical-incident-technique.html