Here are two articles relating to information access (and the hassles that come in the same package). This is a telling tale of haves, who have to go thro' hope, resiliency, perseverance and much more (if they are not bored) in making their ends meet!!! Can you hear me now? :Extract:
"You can go to the gear icon, and click “Configure inbox” to set up the new style if Google hasn’t pushed it to you.
The main difference is that the new interface separates your emails into different tabs. There are tabs for: Primary, Social, Promotions, Updates and Forums. You’ll probably get the first four by default, but you can adjust the settings to have whatever combination of these you want, including only Primary, which would make your inbox more like the classic Gmail.
Primary, according to Google, is reserved for messages from friends and family, and other messages that don’t appear in other tabs. Promotions is where deals, offers and other promotional emails reside (like email marketing messages from lists you’re subscribed to). Social is where you will see messages from social networks, media-sharing sites, online dating services, gaming platforms and other social sites. Updates is where you will find notifications like confirmations, receipts, bills and statements. Forums will include messages from online groups, discussion boards and mailing lists." continue reading Web Pro News.
Talk: Recorded Live
About the exploring the role of the knowledge worker in the modern social-media savvy enterprise
Using SharePoint for Legal KM, Slideshare
Organized by knowledge workers, October 20, 2010, Toronto
Over the last 15 years, records managers have tackled problems of electronic information and built a strong case for information governance based on a model of regulation and management control. The public sector environment is now changing rapidly, with more emphasis on efficiency, flexibility, loosening regulation, and cutting budgets. This book shows how records management can continue to contribute to public sector reform and transformation in this new climate. By linking practical ideas about the use and management of knowledge, Harries draws on insights from the study of policy-making and program delivery to show how managing the relationship between records and knowledge and their creation and use can thrive and reconcile the demands of regulation through a wider concept of the governance of knowledge and information.
"Gathering information about competitors can be relatively easy if you know where to look and what you're looking for, according to competitive-intelligence professionals." David Gibson, co-ordinator of the Toronto chapter of the Society of Competitive Intelligence Professionals (SCIP).Interestingly, Google search is now the leader in helping you find what you want, when you want. It is no more a simple link finder--if one remembers those days when Yahoo and Hotbot were the market leaders in vertical searching, and Google was no where. Google is no more a competitor with any of those who tried their best to Bing or whatever (let alone its once proposed partner: Yahoo).
Libraries have been dealing with documents and external information while KM places emphasis on internal information and people. KM focuses more on tacit knowledge that resides in employees. A unique mix of technological, psychological, and communication skills is required for performing KM functions. Libraries have the potential to play an important role in supporting KM functions. Their client-centered approach, emphasis on service, and experience in efficiently running information systems make them ideal candidates for providing support in knowledge management work. Library managers, however, need to change their mind-set and expand their competencies by enhancing their communication and leadership capabilities to become active participants in the knowledge creation and application processes. To reach this level, concurrent efforts at individual, professional, and institutional level will have to be made to reposition libraries. There is also a need to re-orient library and information (LIS) professionals to take advantage of the new opportunities. Continue reading
EXTRACT:
The bottom line of these discussions is that the horizontal, collaborative, value-adding principles of knowledge management are barely compatible with the top-down, bureaucratic, efficiency driven preoccupations of traditional management. Even KM programs that by all measures are doing well and enjoy significant top-management support are still at risk. In any efficiency or cost-cutting drive, knowledge management will usually be seen as “a low hanging fruit.”
The practical options for a knowledge manager in the light of this are as follows:
* Wear a parachute at all times. One never knows who will wield the axe or when it might fall.
* Educate yourself about the nature of traditional management and realize that there is a fundamental difference in values.
* Make sure that your knowledge management operation meets all the metrics and responds to the efficiency concerns of traditional management.
* Learn about how some organizations are managing themselves in a radically different way that is compatible with knowledge, as discussed in, The Leader’s Guide to Radical Management: Reinventing the Workplace for the 21st Century as well as other books such as The Power of Pull by John Hagel, John Seely Brown and Lang Davison, or Reorganize for Resilience by Ranjay Gulati, or The New Capitalist Manifesto by Umair Haque, or Leadership in a Wiki World by Rod Collins.
* Join together with allies both inside your organization and outside. You may well find that there are groups already practicing radical management within your organization in software development (under titles like “Agile”, “Scrum”, “Kanban”) or in manufacturing (under the title of “Lean”).
* Spread knowledge about radical management within your organization. We now have reliable knowledge that traditional management is leading to disastrous long-term business result. The extraordinary financial gains that come from making the shift to radical management (e.g. ten times increments in share price over ten years) will far outweigh the gains from any other knowledge that KM can disseminate. ... continue reading
About the speaker: Mr. Abdul Jaleel Tharayil is working as Senior Manager - knowledge
Management, MindTree Consulting Ltd, Bangalore. [Source taken from Session invitation]
- Seven spiritual laws of successful knowledge management, by Marcus Speh Birkenkrahe [1. The Law of Unity; 2. The Law of Giving; 3. The Law of Cause and Effect; 4. The Law of Least Effort; 5. The Law of Intention and Desire; 6. The Law of Detachment; 7. The Law of Purpose in Life]
- Are There Laws of Knowledge Management? by Stephen Denning, Michel Pommier and Lesley Shneier. [1. Knowledge sharing is essential to economic survival; 2. Communities of practice are the heart and soul of knowledge sharing; 3. Virtual community members also need physical interactions; 4. Passion is the driving force behind communities of practice; 5. Communities enrich organizations and personal lives; 6. Knowledge sharing has inside-out and outside-in dynamic.
These six “laws” of knowledge management have three corollaries which are found across a very large number of organizations: Knowledge sharing is at some point confused with IT; Middle-management resists; Vibrant communities of practice attract new talents]- Five Laws of KM, by
Inspired by Dr.S.R.Ranganathan!
Knowledge is for use;
Every bit of knowledge its user;
Every user his/her bit of knowledge;
Users time is precious;
Knowledge and knowledge centres are growing organisms.RANGANATHAN REVISITED: FACETS FOR THE FUTURE, ISKO UK meeting: Connecting communities: Content, knowledge, information: Same Difference?
Living library idea as a knowledge managment tool
by Shaunna Mireau on October 30th, 2008
A recent article in Library Journal caught my eye: “Living Library” Debuts in Santa Monica1 As the article explains the living library movement invites library users to ‘book’ meetings with individuals with special interests, beliefs or experiences.Extract: Wouldn’t it be interesting to add information to the library catalog with the following model:
See also on the same shelf:
Title: Vicarious liability
Author: Partner X
Physical Description: 6′1″, folio [individual will come to your office or lunch for a discussion of the title topic].
Seriously though, there are many ways to formalize tacit knowledge transfer that already happens in informal ways. It is neat that this kind of tacit transfer is being encouraged by public libraries. If a public library can work with this model, our expertise filled organizations can too.continue reading
- LIVING LIBRARIES, Experience that speaks volumes, Toronto Star Feb 26, 2009
- Doing the Library Thing by Wendy Reynolds March 1, 2009
- Living Libraries in Canada in March
March 5-6th, University of Guelph, Ontario
March 5th, Coquitlam Public Library, British Columbia
March 21st, Calgary Public Library, Ontario
March 23-27th, University of Alberta, Augustana, Alberta
Tacit Knowledge
“Explicit” or codified knowledge refers to knowledge that is transmittable in formal, systematic language. On the other hand, “tacit” knowledge has a personal quality, which makes it hard to formalize and communicate. Tacit knowledge is deeply rooted in action, commitment, and involvement in a specific context (Nonaka, 1994, p. 16)
This paper explores tacit knowledge sharing. This case demonstrates the significance of knowledge sharing to organizational performance, by exploring the contribution of tacit knowledge sharing to the success of projects in the Australian Film Industry (AFI). The differences between knowledge sharing, collaboration and communication, and their interrelations are addressed. We also explore the concepts of knowledge, information, and data. In the interchanges reported here the knowledge shared is almost entirely tacit, and the “raw” data and information do not exist without the context that makes them knowledge. The paper includes the identification of many factors affecting knowledge sharing, not all of which have been identified by previous researchers.Keywords: Knowledge Sharing, Film Industry, Tacit Knowledge, Qualitative, Collaboration.
This research contributes to a better understanding of tacit knowledge and how that knowledge is shared. This in turn contributes to a better understanding of how knowledge management can be supported in a modern organization, where often the technology is used in ways not well understood by system managers and software developers. A better understanding can lead to better ICT design and support of knowledge sharing both within and across organizations.
AIIM > Infonomics Magazine > KM World (02/02/09) Murray, Art and Wheaton, Ken"Both the private and public sectors have been steadily downsizing and closing their physical libraries. All those serials and monographs, outdated by the time they arrived from the printers, are simply not that competitive anymore."Extract: Delivering knowledge vs. information
"Corporate librarians used to devote years acquiring and cataloging physical document collections. All those serials and monographs, outdated by the time they arrived from the printers, are simply not that competitive anymore. Knowledge is not static. It must be continually refreshed through venues such as open discussion and brainstorming. That calls for a new kind of library.""...Unfortunately, there have been casualties. Librarians are being jettisoned along with the bookcases. We need to reverse that trend and start bringing them back … but only the ones who are willing to change. A traditional corporate librarian must make three major shifts in roles begin the transition to a knowledge librarian."
- Role shift #1: A knowledge librarian should be the "content czar" of the enterprise.
- Role shift #2: A knowledge librarian understands the strategic information needs of the enterprise.
- Role shift #3: A knowledge librarian is a lead agent of change.
“The librarian of the future is uniquely positioned to be at the center of the creation and alignment of intellectual assets across the enterprise. That leads to improved innovation and business performance on a sustained basis. Maybe the time will soon come when we will see librarians as CKOs.” continue reading
The books in the above slide, and following resources may give some sources for reflection on what works and where it works:
In recent debates within the KiWi - Knowledge in a Wiki project, the need arose to further refine and find a common understanding of the type of knowledge that is (ideally) managed and processed using (semantic) wikis. One of the proposals evolved around a conceptualization of knowledge put forward by Gabi Reinmann-Rothmeier, also dubbed the “Munich Modell” (Münchner Modell).
In the Munich Modell, knowledge comes in three states of matter: solid (like ice), liquid (like water) and gas (like water vapor).
“Frozen” knowledge is knowledge in its most tangible, manageable form, for instance the type of verified, expert-endorsed information you would find in an encyclopedia like the Encylopedia Britannica.
“Gaseous” knowledge, on the other hand, is knowledge in its least consolidated form: think for instance of the type of heated debate you might have with folks in a pub, which is arguably the least structured, most uncontrollable, but also the most engaging type of knowledge!
And the “liquid” form of knowledge, eventually, is the common knowledge of day-to-day-life. It’s probably fair to say that it becomes obvious mostly when in the process of changing its state of matter: When it is calibrated against “frozen” or informational knowledge or when it is debated, becomes “gaseous” knowledge that informs action. (If you’d like to know more about the Munich model and are able to read German, you might want to download the original article here - PDF, 365 KB). continue reading @ The Semantic Puzzle
Posted by Bryant on September 30, 2008 in Infonomics: Question of the Week
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"I don't know about all of you, but describing this industry to those not in it can be . . . interesting. How do you convey what you do?" continue readingPS: I would call this, if I am asked to, as Information Industry or Knowledge Management.
*Infonomics is a new title of a journal (formerly called AIIM E-DOC Magazine); see also: Knowledge Management - The Next Generation @ TakingAIIM blog
"I perpetually point out the difference to the old and new KM in this blog, but I’ve never thought of it in terms of ROI for the knowledge worker. I have only thought of this in terms of the incentive and motiviation for knowledge sharing. When you think of the big picture of the need for a return in knowledge sharing, we can say this is the ROI for the knowledge worker.
My thought are if the ROI for the knowledge worker is high, ie. high reciprocation of value for participating, then in aggregate the enterprise ROI from a social computing ecosystem will be high.
The old KM was not about people, it went for the knowledge as a separate thing, and knowledge as a separate act approach, where the participants really had no return on their contributions, and no self motiviation to want to participate. In essence this process didn’t blend with human nature at all. Plus there is the other end of naturally seeking know-how off people, that’s just it, you were meant to seek it from a database (not people), and what you find, if you do find something relevant is meant to be context objective so it will suit all needs.
Whereas the new KM is not really KM at all (considering the key to KM is sharing what’s in our heads), it’s not a separate act, it’s embedded into our regular routines. In an ecosystem where we are networked to people and we participate as we do our work, as well as the finished product of our work, there is no conscious effort to make sure you are sharing your know-how, it’s just happening from being, just like in the offline world. In the offline world I don’t make sure I’m sharing know-how, it’s just blended into how I am as a person, it comes out when I act and speak whether I like it or not...." continue reading: John Tropea @ Library clips
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