For decades now, Knowledge Management professionals and consultants have used Lessons Learned as a staple offering within organisations. With this in mind, why are the links between KM and learning even in question? Read More
Organisations operate in Volatile, Uncertain, Complex and Ambiguous (VUCA) operating conditions. As such, organisations need rapid learning, decision and problem-solving flows. So why do so many Knowledge Management, IT, Organisational Development and Human Resource Development teams operate with static structures, processes and behaviours? Read More
What is the driver for your Knowledge Management or Learning Organisation (system) project – is it obsessed with failure or is it obsessed with avoiding failure? Read More
Knowledge Management doesn’t have to be about the theatre of action. A simple change to the way people ask questions can ignite knowledge wildfires and get everyone in the organisation practising KM. Read More
I often get asked how to accelerate the findability of knowledge and reduce time spent repurposing knowledge objects (e.g. documents). Knowledge Managers and Information Managers alike seem to default to blaming culture when analysing the reasons for slow knowledge flows (this is a mistake) – the impact being a slow response to customer (internal and external) needs.
However, if, instead of blaming culture, you analyse the behaviours, processes and structures that are causing the slow down, a common theme becomes apparent. Read More
*This blog was written for, and first published by, the Indiana CPA Society Stop conforming: Is it time to end the dreaded annual performance appraisal? Every year managers are required to provide an overview of staff performance. Each staff member’s performance is rigorously analyzed and, in many cases, an individual’s yearlong efforts are reduced to… Read More
High-Reliability Solutions Page 2017 HPHR Knowledge Management Courses I’m a huge fan of Snowden & Boone’s (2007) Cynefin model. The seeds of Cynefin can be found at the heart of many of the knowledge and learning models and frameworks I’ve developed for organisations. The Cynefin design is both exquisite and elegant, a model in an… Read More
1.How are you looking at Knowledge Management?
2. How are you measuring impact, results and return?
3. Are you ready for emerging forms of measurement related to interconnectedness/integration/interdependence within the organisation that could pronounce Knowledge Management to be dead when all the while you thought it was alive? Read More
“You must understand how to influence the system (behaviours, process and structures) or the system will bring you to fail” Rapid learning and accelerated knowledge flows are hugely important to organisations interested in quickly sensing/anticipating/managing changes at their boundaries. And, from a pragmatic, practical position, organisations need to accelerate learning/knowledge flows to sense/anticipate/manage better STIQCE (Safety,… Read More
Knowledge Management is one of the most misunderstood management concepts ever created and I am sad to say, I detest the term “Knowledge Management” and I am deeply saddened by much of the “established” practice created under the auspices of Knowledge Management. These are the top 10 reasons for Knowledge Management problems. Read More