Sometimes it seems a little too easy, doesn’t it? A little too simplistic. And, yes, in our work we are often asked: cannot knowledge management do the job? Why must KM converge with information management and strategic learning in this discipline called knowledge services? There are two reasons. The first is that in today’s business and research environment, the management …
Talking the Talk: Moving from KM to Knowledge Services
It was about ten years ago that those of us working in KM began to realize that we needed something less amorphous and vague than the term “knowledge management.” As I noted in the last post, “knowledge management” just caused too much confusion when we tried to describe our work. As we tried to convey the …
Talking the Talk: The Language We Use When We Speak about Knowledge Sharing
As we move deeper into the new year, let’s review some of the terms we use when we speak about knowledge sharing. In the corporate environment these days, we’re all pretty much agreed that organizational effectiveness is largely dependent on the quality of knowledge sharing practiced throughout the organization, with the ideal being some level …
Change: The Basics
Peter Drucker advised that in order to survive, companies need to: “innovate or die.” He also wrote that, “Entrepreneurs see change as the norm and as healthy. Usually, they do not bring about the change themselves. But . . . the entrepreneur always searches for change, responds to it, and exploits it as an opportunity.” …
KM/Knowledge Services, Strategic Learning, and HR: Making the Critical Connection
We’re all agreed that a key element in the success of any KM/knowledge services strategy is strategic learning. Indeed, strategic learning is one of the three “legs” (as we often say) of knowledge services, converging with information management and knowledge management to establish corporate knowledge-sharing success. One of management’s biggest challenges, though, is coordinating these …
