Download e-book for iPad: A Practical Guide to Knowledge Management (Thorogood by Sue Brelade, Christopher Harman

By Sue Brelade, Christopher Harman

ISBN-10: 1423717899

ISBN-13: 9781423717898

ISBN-10: 1854182307

ISBN-13: 9781854182302

A professional yet jargon-free consultant enablea you to regulate the data on your association successfully--to establish, assemble and use that wisdom to greatest advantage.Organize and deal with your whole wisdom assets competently and you may: raise productiveness; decrease pricey error; in achieving your goals extra fast; differentiate yourselves from others. this can be a no-nonsense rationalization of what KM is, what it might probably do on your association and what you must understand and do. It contains 4 precise checklists and 3 in-depth case experiences.

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Extra resources for A Practical Guide to Knowledge Management (Thorogood Professional Insights)

Example text

For example, when encouraging knowledge creation, Gestalt Theory suggests that how a problem is represented to people will affect their ability to generate new ideas and creative solutions. For knowledge management, this would suggest the need to invest in the tools and techniques of ‘problem representation’. Examples might include story boarding techniques as well as mind-mapping. In one organisation, the example was given of an undergraduate work-experience student who was given a difficult project to handle.

People management policies and practices in the knowledge environment An emphasis on knowledge, skills and creativity and on the capturing and sharing of information, are all issues that impact upon how people are managed. In many organisations responsibility for these activities is often focused within a specialist HR or personnel department. Over the past few years there has been an increasing interest from personnel specialists in the area of knowledge management and the contribution they can make both individually and as a profession.

Dependent upon the security access levels required the fact that virtual team interaction takes place in cyberspace means that it can be made accessible to non-team members. Other members of the organisation can link in to the work of virtual teams through accessing ‘threaded’ discussions in cyberspace and other team communications. This can allow people outside the team to keep abreast of what the team is doing, make a contribution if they feel it will help and join the team if asked. Never before have organisations had the opportunity to bring such a diverse range of knowledge experience and understanding to bear on any particular issue or problem.

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A Practical Guide to Knowledge Management (Thorogood Professional Insights) by Sue Brelade, Christopher Harman

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