Capture, store, and share information - Sounds old rhyme, right?

But now this story is getting newer interface (call it interface 2.0). Thanks to Martha for sharing the info about the Living Library!!! I Googled to see true colors of the LL, and found the following:

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:

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

See also on the same shelf:

• 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

Sharing Tacit Knowledge: A Case Study in the Australian Film Industry

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)

Irit Alony and Greg Whymark, Central Queensland University, Rockhampton, Australia and Michael Jones, University of Wollongong, Wollongong, Australia Informing Science Journal Volume 10, 2007

Abstract:

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.

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.

Keywords: Knowledge Sharing, Film Industry, Tacit Knowledge, Qualitative, Collaboration.
See also on the same shelf:

The Future of the Future: Rise of the Knowledge Librarian

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 medieval monastery as metaphor ~~ Designing space for knowledge work

"The new Cass Business School building in the City of London, designed by Bennetts Associates, draws on best practice in workspace design, with a strong emphasis on innovation and experimentation before and during the design process. This included academic research on historical learning spaces. The medieval monastery, and particularly the cloister, was identified as a type of space designed specifically for the creation and sharing of knowledge. One of the Cass library spaces features a broad cloister-like corridor, with semi-public study areas and places for private reflection and conversation. The whole design reflects transparency — seeing and being seen." continue reading

See also:

Return-on-Investment in library practice

Many wonder how to account for a place, such as a library, where "what goes into a library isn’t what comes out," to use Andrew L. Pearson's expression.
Here is a book in hand, thanks to Steven Bell, for identifying such an important title: Library Assessment in Higher Education--particularly chapter 5 on assessment of the library's contribution to the educational process.

Question: How do you see the ROI in your library / information practice? Will highly appreciate your response on this subject.

See also:
The Library as Strategic Investment: Results of the Illinois Return on Investment Study, Paula T. Kaufman, University Librarian and Dean of Libraries, University of Illinois at Urbana-Champaign

Whaddya Call It? All-a-do-about terminology management

"While using multiple terms to describe one thing is common, doing so can lead to product confusion and even compliance issues in the business world. Why you should be worried about terminology management."
By Donald DePalma

"...That’s not to say that big companies don’t worry about terminology. IBM has long employed a terminologist who works with a variety of teams for consistent product representation. The terminologist on staff at medical device manufacturer Medtronic gets involved at the earliest stages of a project, working with the development team to formalize the words used to describe the product they will build. And faced with a proliferation of terms due to mergers and acquisitions, companies like Cisco are actively reviewing their own terminology management futures. Companies such as Oracle, PTC, and Nokia also employ full-time terminologists.

Let’s complicate matters a bit more. Take terminology management one step further, beyond the simple transformations of product documentation in a single market, to a product that is sold in 10 other countries that speak different languages. Those 120 terms that refer to a single product now have the potential of becoming 1,200 terms once translated into those 10 languages. And each one of those translated terms will trickle through the documentation, online help, marketing, advertising, and other collateral information in each of those languages. These downstream uses all lead to the possibility of far more interpretations as creative writers, translators, and transcreators elsewhere in the supply and demand chains for that product.

The bottom line is that formal terminology management benefits companies both within a country and across its global business units. Harvesting, normalizing, and integrating your company and industry terminology into authoring and translation systems will allow you to save money on re-purposed content and translation, improve quality, and increase efficiency. At the same time, more consistent terminology can help you improve safety, compliance, and customer service..."s Read the full article