CONTACTS 

SUBJECTS
Write Accurate Record Knowledge Management 1st Step Capture Understa

2103 -
2103 -    ..
2104 - Summary/Objective
2105 -
210501 - Follow up ref SDS B7 0000.
210502 -
210503 - This is part 2 of a record on the origins of Knowledge Management
210504 - primarily reviewing a paper Where Did Knowledge Management Come From,
210505 - by Larry Prusak published 010523.  At that time Larry was the Director
210506 - of the Institute for Knowledge Management at IBM. ref SDS B7 DT5F,
210507 -
210508 -
210510 -  ..
2106 -
2107 -
2108 - Progress
2109 -
210901 - Learning from Experience through Due Diligence Organizational Memory
210902 - Diligence Organizational Memory Empowers Improvement from Experience
210903 - Capturing Accurate Record 1st Step Knowledge Management
210904 - Accuracy Improved Writing Reduces Mistakes Increase Productivity
210905 -
210906 - This continues review of Prusak's article from para 12. ref SDS B7
210907 - 017L
210908 -
210909 - Prusak's article continues...
210911 -         ..
210912 -   13.  And Arian Ward at Hughes Aerospace and Electronics Company was
210913 -        responsible for an innovative system to capture information
210914 -        about recurrent problems in satellite development and how these
210915 -        problems were resolved.  That work quickly proved its value in
210916 -        shorter development cycles and fewer errors. ref OF 18 GM6L
210918 -  ..
210919 - Capturing the record to perform due diligence improving the work using
210920 - lessons learned from experience is illustrated by another example from
210921 - airplane manufacturing during World War II, cited by Prusak below.
210922 - ref SDS 0 M25K  Jeff Conklin reports that most organizations have only
210923 - a very weak ability to capture organizational memory that grows
210924 - knowledge to improve management. ref SDS 88 IE4M
210926 -  ..
210927 - On 990524 an executive in computer technology said that engineers
210928 - don't like to capture the record, they just like to do technology.
210929 - ref SDS 48 0966  Prusak does not explain how Hughes solved this due
210930 - diligence problem of data collection for effective Knowledge
210931 - Management? (see NWO on due diligence. ref OF 12 PQ4M)
210933 -  ..
210934 - An example of Knowledge Management solving problems which Prusak
210935 - provides in another source, does not mention capturing the record;
210936 - seems to emphasize telling stories during conversation over coffee.
210937 - ref SDS 0 H461
210939 -  ..
210940 - How did Hughes solve the Knowledge Management dilemma that writing
210941 - accurate work history solves problems, but people don't like to report
210942 - problems, because accountability makes people fear the light of
210943 - knowledge more than the darkness of ignorance, uner the Legend of
210944 - Prometheus, reviewed on 991108? ref SDS 58 7633
210946 -  ..
210947 - Weak ability to capture organizational memory, ref SDS 0 QE8M,
210948 - aversion to perform due diligence writing up the record, ref SDS 0
210949 - IZ76, and fear of accountability all combine to deny organizations
210950 - benefits of investing intellectual capital from daily meetings, calls,
210951 - and documents on the job (defined in POIMS, ref OF 4 1101).  This
210952 - creates a self-perpetuating dynamic that sucks management into the
210953 - "black hole" of sole reliance on assumption in conversation, reviewed
210954 - on 040312. ref SDS D6 834F  People quickly get discouraged when they
210955 - check the record to verify accuracy, but cannot find relevant
210956 - information in time to get things done, noted by Bill Gates on 021108.
210957 - ref SDS C6 EF5I  This drives people to ignore the record, which in
210958 - turn reduces incentive to create a record that nobody every checks.
210959 - Soon, daily work is based solely on guess and gossip in endless
210960 - conversations, which take up 90% of the day, see report on 890809,
210961 - ref SDS 2 8812, and the enthropic model of management failure cited by
210962 - USAFIT, reported on 970707. ref SDS 33 0108
210964 -  ..
210965 - Capturing the record of personal and organizational memory is the
210966 - first step of Communication Metrics for intelligence support, as set
210967 - out in POIMS. ref OF 15 685K  The story of daily work connected into
210968 - chronologies based on the organic structure of context creates useful
210969 - guidance of history under the common rule "past is prologue," set out
210970 - in POIMS. ref OF 5 1112  Jeff Conklin reported on 010620 there is only
210971 - a very weak ability to capture organizational memory, which may
210972 - explain why Prusak offers only one example, per above, ref SDS 0 IZ5F,
210973 - and why
210975 -  ..
210976 - Prusak participated in a forum in 2001 reported on the Internet where
210977 - he explained the power of stories for solving problems...
210978 -
210979 -              http://www.creatingthe21stcentury.org/Larry-IIB-about-work.html
210980 -
210981 -            And what we're really talking about here is a different
210982 -            model of how an organization works. We're talking about a
210983 -            very non-mechanistic non-rationalist model, a model that
210984 -            is organic and self-adjusting, where people talk to each
210985 -            other, and things are not as crisp, not as clear, not as
210986 -            rational, not as scientific as they appear in the
210987 -            mechanistic models. They're very little of those things.
210988 -            Organizations still have a lot of people in them. And
210989 -            that's what the people do: they talk to each other about
210990 -            work, mostly in the form of stories.
210991 -
210992 -
210993 -
2110 -

SUBJECTS
Documentation Organizational Memory Where Did Knowledge Management C

4303 -
430401 -  ..
430402 - Organizational Memory Traditional Methods Capture Accurate Record
430403 - Making Sense Narrative Explains Complex Events Discover Understanding
430404 - Captain's Log Test Flight Report Surveryor Journal Construction Diary
430405 - Information Management Traditional Documentation Organizational Memory
430406 -
430407 - Writing an accurate record with narrative to report communications and
430408 - makes sense of complex problems on the job occurs in many professional
430409 - fields and business envorinments...
430410 -
430411 -        1.  Airplane flight testing; after flight tests, pilots write a
430412 -            narrative story for engineers to correct problems.  This
430413 -            helps make sense of pilot comments and test data recorded
430414 -            during flight tests.
430416 -             ..
430417 -        2.  Project managers often write a diary to document the story
430418 -            of daily work called out in NASA and JPL requiredments
430419 -            reported on 940111, ref SDS 16 S880, and illustrated in a
430420 -            case study reported on 940611, ref SDS 18 GW5H, though
430421 -            sometimes people avoid writing things down due to limited
430422 -            time, reported in case study on 940611. ref SDS 18 GW5M
430424 -             ..
430425 -        3.  Leonardo da Vinci credited for contemporaneous notes to
430426 -            support creativity, invention, and development of new tools
430427 -            and systems, reported on 051130. ref SDS E4 PR4F
430429 -             ..
430430 -        4.  AIA Architect standards recommend diligence exercising the
430431 -            habit of documentation critical to design and project
430432 -            management, also reported on 051130, ref SDS E4 G46F, and
430433 -            expressly calling for a daily diary. ref SDS E4 D94Q
430435 -             ..
430436 -        5.  Scientists write a contempraneous log to report results of
430437 -            daily work, credited in the modern era to Edison, reported
430438 -            on 041213, ref SDS E1 DK4N, implementing the "report"
430439 -            process in the scientific method of "plan, perform, report,
430440 -            associated with Bacon. reported on 021118. ref SDS C7 OX42
430442 -             ..
430443 -        6.  Health care medical practice applies contemporaneous notes
430444 -            in the medical chart to make sense of complex patient
430445 -            history, shown by case study on 050812. ref SDS E3 UF4J
430447 -             ..
430448 -        7.  Legal practice and adjudication employs a specialist,
430449 -            called a "court reporter," to take down a contemporaneous
430450 -            record of communications that avoids misunderstanding and
430451 -            increases accuracy remembering details of events, reviewed
430452 -            on 950204. ref SDS 19 WT5J  Justice Mosk on the California
430453 -            Supreme Court noted the importance of an accurate, legible
430454 -            journal of daily work, reported on 91130. ref SDS 7 6KXV
430456 -             ..
430457 -        8.  Government executive leadership requires contempraneous
430458 -            notes in a daily diary attribued for making meetings of
430459 -            world leaders productive resolving complex world problems
430460 -            setting boundaries for the countries of Europe and the
430461 -            Middle East after World War I. ref SDS D7 PRVP
430463 -             ..
430464 -        9.  Software engineers are required to maintain contemporaneous
430465 -            documentation of daily work, reported on 951221.
430466 -            ref SDS 25 0966
430468 -             ..
430469 -       10.  Ship's log contains the captain's written narrative of
430470 -            daily events, illustrated again by the case study on
430471 -            940611. ref SDS 18 O445, and reporting events that help
430472 -            explain why a warning not to sail during a storm was not a
430473 -            sufficient to prevent the ship from sinking in a storm.
430474 -            ref SDS 18 O483
430476 -             ..
430477 -       11.  Surveyors write a daily journal to provide context for
430478 -            measurements and figures recorded on surveying projects,
430479 -            discussed at USACE on 961017. ref SDS 32 T640  Diary of
430480 -            Lewis and Clark expedition to survey the Louisana Purchase
430481 -            territory is a famous example....
430482 -
430483 -              http://artsci.wustl.edu/~landc/html/clarke.html
430485 -             ..
430486 -            Charles G. Clarke
430487 -            The Men of the Lewis and Clark Expedition: A Biographical
430488 -            Roster of the Fifty-One Members and a Composite Diary of
430489 -            their Activities from all Known Sources (Glendale: Arthur
430490 -            H. Clark, 1970), 37-61).
430492 -             ..
430493 -       12.  US Defense Department Federal Acquisition Regulations
430494 -            (FAR) requires documentation of daily work managing major
430495 -            procurements, reported on 020504. ref SDS C2 XV7L
430497 -             ..
430498 -       13.  Steven Covey calls for everyone to keep a journal to
430499 -            "sharpen the saw," i.e., mental acuity, reported on 921205.
430500 -            ref SDS 10 2231
430502 -             ..
430503 -       14.  Industry standards require traceability to original sources
430504 -            showing alignment for accuracy and discovering gaps that
430505 -            highlight problems which need timely attention, reported on
430506 -            950721. ref SDS 22 1740
430508 -  ..
430509 - Timely, accurate records avoid mistakes that escalate into major
430510 - problems, and also facilitate resolution of disputes when problems
430511 - cannot be contained.  SDS expands this common practice to integrate
430512 - personal and organizational memory for improving daily work, explained
430513 - in POIMS. ref OF 4 2300
430515 -  ..
430516 - What work product resulted that proved useful at Hughes?  For example,
430517 - a case study last month on 011003 illustrates SDS work product for
430518 - intelligence support that could be described as "Knowledge
430519 - Mangaement," ref SDS B1 O76L under Prusak's criteria of "capturing
430520 - information about recurrent problems," per above. ref SDS 0 IZ5F
430522 -            ..
430523 -           [On 020608 case study shows KM has failed, as reported by
430524 -           IBM. ref SDS C3 QV5G
430526 -  ..
430527 - Was Hughes success capturing the record to solve problems in satellite
430528 - development expanded to solve problems in other areas of development?
430529 - Has Hughes migrated and marketed this capability to Lockheed, United
430530 - Air Lines, Enron, Boeing, Microsoft, Kaiser, Stanford, Harvard, IBM,
430531 - MIT, the CIA where they report problems with solving problems, e.g.,
430532 - 010911. ref SDS A5 UP5K
430534 -  ..
430535 - How many accountants were deployed at Hughes to count errors before
430536 - capturing information about recurrent problems and then counted errors
430537 - after capturing information on problems in order to determine that
430538 - capturing information about recurrent problems helped reduce the
430539 - number of errors?  Metrics of prevention have proven hard to
430540 - calculate.
430542 -  ..
430543 - Since communication is a predicate to action, did anyone at Hughes or
430544 - anywhere else capture daily communication in meetings, calls, and
430545 - documents and count the errors to determine shorter development cycles
430546 - by reducing mistakes?
430547 -
430548 -
430550 -  ..
430551 - Knowledge Management Examples Need Examples of Work Product
430552 -
430553 - Prusak's article continues...
430554 -
430555 -   14.  High-tech organizations including Xerox Corporation,
430556 -        Hewlett-Packard Company, and IBM were also early explorers of
430557 -        knowledge practices (with varied success), trying to apply
430558 -        their undoubted technological capabilities to managing
430559 -        knowledge.  Several pharmaceutical firms had some early
430560 -        successes in knowledge management, most memorably
430561 -        Hoffman-LaRoche Ltd. and Merck & Company. ref OF 18 IJ7G
430563 -         ..
430564 -        These knowledge-related conversations and initiatives were new,
430565 -        but nothing comes from nothing.  They had both intellectual and
430566 -        practical sources.  Looking at some of those sources might give
430567 -        us a reasonably good picture of where the practice of knowledge
430568 -        management came from, what its important elements were then,
430569 -        and still are today. ref OF 18 019Q
430571 -  ..
430572 - It helps to have examples of work product demonstrating performance of
430573 - Knowledge Management, rather than assurance that someone did
430574 - something.  Without work product, there is no evidence of anybody
430575 - doing anything that is different or better than information management
430576 - everybody has been doing for 2,000 years.
430577 -
430578 -
430579 -
430580 -
430581 -
430582 -
4306 -

SUBJECTS
Experience Grows Knowledge Cause Effect Improve Productivity Work Ef

5303 -
530401 -  ..
530402 - Experience Grows Knowledge Improve Productivity Work Efficiently
530403 - Nobel Prize for Book Reporting People Learn from Experience
530404 - Learning Organization to Improve Productivity Drives KM
530405 - Economic Improvement Incentive for KM to Improve Learning
530406 -
530407 - Prusak's article continues...
530408 -
530409 -   15.  During World War II, observers noted that building the second
530410 -        airplane of a given type took considerably less time than the
530411 -        first one, and the second airplane had fewer defects than the
530412 -        first.  In other words, it was proven that workers really did
530413 -        learn from experience.  In the fifties, the Rand Corporation
530414 -        began to analyze and codify observations of this type.  The
530415 -        phenomenon was given its classic expression in Nobel
530416 -        Prize-winning economist Kenneth Arrow's 1962 article, "Learning
530417 -        by Doing."2, ref OF 18 016S
530419 -  ..
530420 - Senge seems to have applied Arrow's book "Learning by Doing" to
530421 - propose the "Learning Organization," reviewed on 930216. ref SDS 11
530422 - 8998  Case study shows growing recognition of this process...
530424 -             ..
530425 -        a.  Review on 950721 shows industry standards require process
530426 -            for continual learning from experience, ref SDS 22 2846,
530427 -            and this requires a continual process of organizational
530428 -            memory by capturing the record of daily work and connecting
530429 -            the dots to maintain aligment with traceability to original
530430 -            sources. ref SDS 22 H347
530432 -             ..
530433 -        b.  On 950911 Tofflers, also, call for continual learning as
530434 -            core competency for 21st century. ref SDS 23 2222
530436 -             ..
530437 -        c.  On 980307 Andy Grove at Intel calls for continual study,
530438 -            ref SDS 38 5794, to meet challenge of change caused by new
530439 -            realities that continually emerge in a dynamic market
530440 -            place. ref SDS 38 3151,
530442 -             ..
530443 -        d.  On 991222 Doug Engelbart calls for ABC model of continual
530444 -            improvement, that reflects Senge's proposal for a learning
530445 -            organization. ref SDS 61 3961
530447 -             ..
530448 -        e.  On 010420 Jeff Conklin says organizational memory for
530449 -            continual learning is the weak link in daily management;
530450 -            nobody is investing time and energy in remembering and
530451 -            learning from the past. ref SDS 88 IE4M
530452 -
530453 -
530455 -  ..
530456 - Efficiency Productivity Knowledge Management Continual Learning
530457 - Knowledge Management Applies Learning to Save Lives Time Money
530458 - Learning Residual of Knowledge Management from Organizational Memory
530459 -
530460 - Prusak's article continues...
530461 -
530462 -   16.  The methods Arrow and others described provide a powerful
530463 -        raison d'ˆ'tre for knowledge management, although we are still
530464 -        some distance away from fully understanding the true mechanics
530465 -        of learning.  If organizations can manage the learning process
530466 -        better-the most effective ways to pass on the often tacit
530467 -        understandings that form the basis of how they operate-then
530468 -        clearly they can become more efficient.  Developing these
530469 -        learning strategies has subsequently become an important
530470 -        knowledge management theme. ref OF 18 01FT
530472 -  ..
530473 - Information management is discussed below. ref SDS 0 02ES
530475 -  ..
530476 - "Knowledge Management" per se should reasonably accomplish more than
530477 - mere "learning," which is passive.  People use knowledge of what has
530478 - been learned through study and experience to get things done that save
530479 - lives, time, and money. "Management" is responsible for achieving
530480 - results by using the power of authority to direct the application of
530481 - resources to control events aligned with objectives, requirements, and
530482 - commitments.
530484 -  ..
530485 - Prusack has not yet explained what the founders had in mind for using
530486 - the power and authority of "management" to apply "knowledge," except a
530487 - desire for better results than were being achieved by information
530488 - management, per above. ref SDS B7 K37K  Why not simply work harder to
530489 - improve information management; why was a new term adopted, except to
530490 - sell tickets to professional conferences, discussed by skeptics above?
530491 - ref SDS B7 SZ7O
530493 -  ..
530494 - If the goal is merely learning, why not abandon the construction of
530495 - "Knowledge Management."  Learning and knowledge are useful words.
530497 -  ..
530498 - POIMS describes SDS work product for organizational memory,
530499 - ref OF 2 1101, and explains the "intelligence" process of capturing
530500 - the record for learning from experience. ref OF 2 2300
530501 -
530502 -            [On 060317 SDS record presents example of "continual
530503 -            learning" from organizational memory which supports a
530504 -            practical use of "Knowledge Management." ref SDS E5 0001
530506 -             ..
530507 -            [On 060317 major aerospace company lists "mentoring" as the
530508 -            best Knowledge Management program in the company.
530509 -            ref SDS E5 4V3F
530510 -
530511 -
530512 -
530513 -
530514 -
5306 -

SUBJECTS
Metrics Knowledge Management Economic Units Rework Reducing Mistakes

6903 -
690401 -  ..
690402 - Metrics Knowledge Management Economic Units Rework Mistakes
690403 - Economic Benefits KM Requires Units of Measure Calculations
690404 - Rework Reducing Mistakes Measured from Connections
690405 - Measurement Challenge of Knowledge Management and Learning
690406 -
690407 - Prusak's article continues...
690408 -
690409 -   17.  An essential question in economics - "What is the unit of
690410 -        analysis and how do we measure it?"- has become an essential
690411 -        knowledge management question.  We are making clear progress on
690412 -        this issue, looking more and more at groups and networks as the
690413 -        focal points of organizational knowledge. ref OF 18 0K4I
690415 -  ..
690416 - SDS provides metrics for communications that apply to managing
690417 - knowledge, listed below, ref SDS 0 H35F, that yield tangible economic
690418 - results by reducing the cost of rework, i.e., loss of lives, time, and
690419 - money from continual bumbling. ref SDS 0 YT4J
690421 -  ..
690422 - Great to see "metrics" for Knowledge Management advance from a "deadly
690423 - sin" in the Fahey and Prusak article published in 1998 to now showing
690424 - "clear progress" 3 years later. ref SDS B7 VS8I  Thus, management
690425 - tasks are a "sin" of unnecessary overkill, when performance is beyond
690426 - reach, so "clear progress" suggests folks are beginning to feel
690427 - measurement is within reach, though nothing in the article supports
690428 - this change of attitude.
690430 -  ..
690431 - Economic measurement of Knowledge Management fits the model of cost
690432 - savings and better income from front-end investment for education,
690433 - teaching, and learning, which is key deliverable of Knowledge
690434 - Management, per Prusak above, ref SDS 0 01FT, and presented by the
690435 - Toffler's as the core skill of the 21st century, reviewed on 950911.
690436 - ref SDS 23 2222
690438 -  ..
690439 - Experience, personal, and organizational memory, likewise, present a
690440 - challenge for meauring economic gain from front end investiment to
690441 - capture the record, cited by Prusak as an example of doing Knowledge
690442 - Managment, per above. ref SDS 0 IZ5F and furthe citing World War II
690443 - airplane construction. ref SDS 0 M25K
690445 -  ..
690446 - Defining economic metrics for Knowledge Mangement was presented
690447 - without success at the KM professional conference on 991217.
690448 - ref SDS 60 0320  At that time, "civilization" was cited as the
690449 - deliverable of continual learning, ref SDS 60 T93H, which justifies
690450 - front-end investment in education.
690451 -
690452 -        [On 070723 reviewed Gary's record on 070720 submitting comments
690453 -        on 11 Deadly Sins... notes that metrics are effective for clues
690454 -        of success from using Knowledge Management. ref SDS E8 OX4O
690456 -  ..
690457 - Defining effective metrics for Knowledge Management reflects the
690458 - question of what's a metric for communication, reviewed on 950204,
690459 - ref SDS 19 5468, particularly in light of Drucker's comment that
690460 - "communication," like "knowledge" is more than conveying information,
690461 - reported on 931130. ref SDS 15 2855  The amount of information
690462 - conveyed does not measure connections of cause and effect that occur
690463 - in communication that forms knowledge.  On 951031 Doctor Simone in the
690464 - Psychology Department at the University of Santa Clara cited SDS
690465 - support for reality monitoring in Cognitive Science that improves
690466 - accuracy by authenticating conversations. ref SDS 24 3488
690468 -  ..
690469 - Number of meetings "authenticated" provides a simple metric of risk
690470 - in an organization, per SDS Typical Day Scenario.
690471 -
690472 -        [On 021118 reality monitoring innate mental metrics trace
690473 -        understadings to original sources that verify accuracy of
690474 -        perceptions. ref SDS C7 QS8H
690476 -  ..
690477 - "Clear progress" cited in the article on developing effective units of
690478 - measure for Knowledge Management, including economic benefits is not
690479 - supported by the record, as referenced in the KM world conference on
690480 - 991217. ref SDS 60 0320
690481 -
690482 -        [On 020608 Dave Snowden reported in a follow up article that
690483 -        Knowledge Management has substantially failed to deliver
690484 -        promised benefits, ref SDS C3 ZN6I; at that time on 020608 Dave
690485 -        was Director of IBM's Centre for Action Research in
690486 -        Organizational Complexity (CAROC) and was formerly Director of
690487 -        IBM's Institute for Knowledge. ref SDS C3 Y93L
690489 -  ..
690490 - Would help for the article to present a few clues on "clear progress"
690491 - achieved developing units of measure for KM.  Nine years of study and
690492 - practice since 1993, per above, ref SDS B7 JX6K, must have yielded some
690493 - efforts worth exploring.  How do "groups" and "networks" convert into
690494 - units of measure for Knowledge Management?
690496 -  ..
690497 - For example, an SDS record enables people to learn about connections
690498 - through chronology and context, see POIMS. ref OF 2 8555  Therefore
690499 - "connections" that construct cause and effect based on situational
690500 - awareness of context might be a useful unit of measure for the power
690501 - of knowledge.
690502 -
690503 -        [On 040312 lectures on the locality principle present the power
690504 -        of knowledge derived from connecting cause and effect under the
690505 -        2nd law of thermodynamics. ref SDS D3 YH4G
690507 -  ..
690508 - US Army Corps of Engineers published a study showing economic benefits
690509 - calculated from units of measure for reducing mistakes that increase
690510 - costs caused by rework, reviewed on 971008. ref SDS 35 0001
690511 -
690512 -
690513 -
690514 -
6906 -

SUBJECTS
Socialization Networks Communities Knowledge Management Silence Gold

8603 -
860401 -  ..
860402 - Silence Golden Socialization Avoids Disruption Fear Responsibility
860403 - Sociology Platform for Knowledge Formation Leveraged by Management
860404 - Networks Communities Units of Analysis for Knowledge Management
860405 -
860406 - Prusak's article continues...
860407 -
860408 -   18.  Sociology has contributed to knowledge management.  The first
860409 -        rigorous attempts to define a knowledge-based society were made
860410 -        by sociologist Daniel Bell and sociologically oriented
860411 -        economist Fritz Machlip, among others.3, ref OF 18 WQYP
860413 -  ..
860414 - Why not summarize Bell's and Machlip's ideas for a useful theory of
860415 - "Knowledge Management" and the sociology component?
860417 -  ..
860418 - Prusak's article continues...
860419 -
860420 -   19.  Sociology's research in complex structures of internal networks
860421 -        and communities has obvious relevance to knowledge management.
860422 -        Most practitioners would probably agree that knowledge exists
860423 -        and grows mainly in these structures, and they have begun to
860424 -        study networks and communities as the most productive units of
860425 -        analysis for doing knowledge work. ref OF 18 026U
860427 -  ..
860428 - What is the "obvious" relevance of networks and communities to
860429 - Knowledge Management?  Cultural networks and communities socialize
860430 - people to follow the herd through mentoring of established skills,
860431 - acceptable practices, and approved tools.  On the job training (OJT)
860432 - and mentoring teach avoidance of disruption to improve the work under
860433 - the common rule that "silence is golden," reviewed on 010725,
860434 - ref SDS A1 KM7G, which stifles innovation to improve skills,
860435 - practices, and tools, reported on 910418. ref SDS 5 6368  Communities
860436 - hold people accountable who "knew or reasonably should have known,"
860437 - under the Legend of Prometheus, reviewed on 991108? ref SDS 58 7633
860438 -
860439 -        [On 040202 innovation is stifled by bureaucracy, ref SDS D2
860440 -        MB7K, further noted by Grove and Christenson, per below.
860441 -        ref SDS 0 RN3K
860443 -  ..
860444 - If most practitioners agree that knowledge exists and grows in
860445 - networks and communities, claimed by Prusak, ref SDS 0 026U, why not
860446 - give one or two examples of work product?
860448 -  ..
860449 - Generally, knowledge comes from study and experience, i.e., explicit
860450 - and implicit knowledge.  How do sociological relationships between
860451 - people impact construction and management of knowledge, leading to a
860452 - useful practice of Knowledge Management?
860453 -
860454 -        [...below, research in another Prusak paper gives an example of
860455 -        social, network, community knowledge developed with coffee and
860456 -        conversation. ref SDS 0 H461
860458 -  ..
860459 - Drucker cited the power of knowledge work to drive productivity, and
860460 - earnings, reviewed on 931130. ref SDS 14 2134  He further stated that
860461 - productivity of "knowledge work is undefined in the literature.
860462 - ref SDS 14 3491
860463 -
860464 -        [On 040312 lectures on the locality principle present the power
860465 -        of knowledge for controlling the future derived from energy
860466 -        "connecting the dots" of cause and effect under the 2nd law of
860467 -        thermodynamics. ref SDS D3 YH4G
860469 -  ..
860470 - Durcker lists four (4) principles of production for making information
860471 - and knowledge productive, reviewed on 931130. ref SDS 15 1DW2  Prusak
860472 - does not discuss any principles in the article for improving knowledge
860473 - work.  Nothing is said about integrating tasks and processes to
860474 - capture, connect, and understand causation for controlling the future.
860476 -  ..
860477 - Sociology commonly pertains to relationships between people, which
860478 - aligns with Prusak's comment about "networks" and "communities."
860479 - "Communication" is the direct instrument of community, reported on
860480 - 950327 defining Communication Metrics. ref SDS 20 WO9P  Verbal
860481 - interaction through sensory perception using talk, speech, hearing,
860482 - and observation are sociological forms of communication for networking
860483 - in communities, as explained in POIMS. ref OF 2 H29L  Building the job
860484 - with conversation seems fast and easy, because "talk is cheap,"
860485 - fosters "feel good" management, defined on 911123, ref SDS 6 1331,
860486 - that facilitates deniability to avoid accountability, ref OF 2 H29L,
860487 - which is the antithesis of "management," reviewed on 970829.
860488 - ref SDS 34 0001
860490 -  ..
860491 - Drucker reports that people have given up on improving communication
860492 - because the problem is too complex, reviewed on 931130, ref SDS 15 3851
860493 - Consultants have switched from offering seminars on communication to
860494 - offering "Knowledge Management" for networks and communities, under
860495 - analysis by Prusak above. ref SDS 0 026U and ref SDS B7 DT5F
860497 -  ..
860498 - For example, on 010114 leading KM expert, consultant for seminars
860499 - noted that just talking about KM to develop fantastic social
860500 - networking and contacts is doing KM. ref SDS 87 EK3I
860501 -
860502 -        [...below, Prusak gives conversation over coffee as Knowledge
860503 -        Management practice for making plumbing repairs, ref SDS 0
860504 -        H461, and similar method for fixing copy machines. ref SDS 0
860505 -        HD8M
860507 -         ..
860508 -        [On 040620 Knowledge Management professional event to
860509 -        present new practice of thinking about opportunities is
860510 -        more important than taking action. ref SDS D9 H35F
860512 -         ..
860513 -        [On 040620 leading KM expert promotes seminar on KM in New York
860514 -        that will teach authenticated conversation for Knowledge
860515 -        Management, and eschews linear, mechanistic cause and effect
860516 -        methods. ref SDS D8 UD7G
860518 -  ..
860519 - Popular efforts in Knowledge Management on the seminar circuit seem to
860520 - have entirely lost touch with the "management" part of Knowledge
860521 - Management, per above. ref SDS 0 BG5I
860522 -
860523 -        [On 040620 leading KM expert promotes seminar on KM in New York
860524 -        that eschews management responsibility to apply knowledge for
860525 -        controlling the work. ref SDS D8 K47Q
860526 -
860528 -  ..
860529 - Knowledge Management Dilemmas for Sociology to Address
860530 -
860531 - Sociology has three (3) powerful issues to dilemmas to resolve in
860532 - Knowledge Management...
860533 -
860534 -            1.  Social pressures drive people away from literacy and
860535 -                toward reliance on conversation, with the result that
860536 -                people avoid the opportunity to construct knowledge
860537 -                from daily experience, reported on 991108. ref SDS 58
860538 -                7380
860540 -                 ..
860541 -            2.  Fear of accountability for mistakes pressures people to
860542 -                avoid writing in order to create deniability, which in
860543 -                turn increases mistakes that drive accountability.
860544 -                This sociological dilema must be resolved for Knowledge
860545 -                Management to be effective, see discussion with Justice
860546 -                Mosk on 911120. ref SDS 7 0001; see example on 010522.
860547 -                ref SDS 92 PV6G and ref SDS 92 LY4M  Overcoming fear
860548 -                that so and so "knew or reasonably should have known"
860549 -                eviscerates Knowledge Management, also, reported on
860550 -                010522. ref SDS 92 E688
860552 -                 ..
860553 -            3.  Fear of feedback prevents refining accuracy of
860554 -                knowledge, because people are afraid of making people
860555 -                angry, prevents avoiding mistakes that make people even
860556 -                more angry; it's a Knowledge Management dilemma, see
860557 -                NWO. ref OF 6 2670
860559 -                 ..
860560 -            4.  Fear of delay investing time for cognitive overhead to
860561 -                capture and organize the record, prevents people from
860562 -                discovering problems and taking proactive action to
860563 -                maintain order essential to control the future, and in
860564 -                time to avoid delay and extra cost. see NWO.
860565 -                ref OF 13 6N8N
860567 -  ..
860568 - Prusak's article continues...
860569 -
860570 -   20.  Emile Durkheim emphasized "social facts," observable behaviors
860571 -        that should underlie sociological thinking.  Knowledge
860572 -        management has inherited that concern for social facts.  Rather
860573 -        than build from theory, it looks at what people actually do-the
860574 -        circumstances in which they share knowledge or do not share it;
860575 -        the ways they use, change, or ignore what they learn from
860576 -        others.  Those social facts guide (or should guide) the
860577 -        development of knowledge management tools and techniques.
860578 -        ref OF 18 7F6O
860580 -  ..
860581 - "Social facts" sounds like what was said in conversations during
860582 - meetings, calls, and documents.  Would be helpful to see an example of
860583 - Knowledge Management work product that implements this objective to
860584 - capture what people actually do and say in the context of the work.
860585 - What Knowledge Management tool has been created to accomplish this
860586 - sociology process?
860587 -
860588 -
860589 -
860590 -
8606 -

SUBJECTS
Philosophy Psychology Cognitive Science Knowledge Management Explici

A003 -
A00401 -  ..
A00402 - Philosophy Psychology Knowledge Explicit Study Implicit Experience
A00403 -
A00404 - Prusak's article continues...
A00406 -         ..
A00407 -   21.  Knowledge management explores the differences between tacit and
A00408 -        explicit knowledge, between "know how" and "know what."
A00409 -        Burgeoning electronic information storage has made access to
A00410 -        vast quantities of information a given in developed nations.  A
A00411 -        consequence is the subsequent dramatic increase in the value of
A00412 -        tacit undigitized knowledge.  That value has two sources: one
A00413 -        is scarcity-the value of the expertise that is not readily
A00414 -        copyable and widely accessible; the other is the role of that
A00415 -        knowledge in organizing and selecting from the flood of
A00416 -        information so that it can be put to use. ref OF 18 WRQW
A00418 -  ..
A00419 - The philosophy and psychology of tacit (implicit) knowledge requires
A00420 - tools and processes that transform experience and conversation into
A00421 - documented, explicit, knowledge that improves daily work, called out
A00422 - by Drucker to routinize techniques of cognitive science reported on
A00423 - 991025. ref SDS 56 0785  Failure to cite Drucker and cognitive science
A00424 - weakens Prusak's article.  Many people remain uncomfortable with
A00425 - cognitive science, reported on 990319. ref SDS 46 1750, and again on
A00426 - 011211. ref SDS C0 XJ8N
A00428 -  ..
A00429 - How is tacit knowledge captured, per above, ref SDS 0 IZ5F and
A00430 - ref SDS B7 QD7J, managed, per above, ref SDS 0 BG5I, to provide
A00431 - organizational memory of relevant experience that is in the right
A00432 - place at the right time, as reported on 010425? ref SDS 89 EP7F
A00434 -  ..
A00435 - The philosophy of POIMS proposes SDS tools for capturing a greater
A00436 - share of daily personal and organizational memory, and "manage" this
A00437 - resource, per above, ref SDS 0 BG5I, by adding intelligence that
A00438 - transforms implicit knowledge from experience, conversation, and
A00439 - collaboration, per above, ref SDS 0 IZ5F, into explicit knowledge to
A00440 - solve daily problems and innovate new solutions?
A00442 -  ..
A00443 - Knowledge Management should solve the cognitive science problem of
A00444 - "meaning drift" described by psychology Professor Landauer in his
A00445 - paper on LSA, reviewed on 960518. ref SDS 29 3734
A00447 -  ..
A00448 - Prusack's presentation would be strengthened with an example showing
A00449 - how Knowledge Management organizes and selects from the flood of
A00450 - information?  Without demonstrated ability to perform, KM is reduced
A00451 - to meaningless platitudes.
A00453 -  ..
A00454 - Philosophy of an intelligence cycle to convert information into the
A00455 - power of knowledge, set out in POIMS, ref OF 2 6649, would further
A00456 - strengthen Prusak's presentation.
A00458 -  ..
A00459 - Philosophy of command and control to accomplish objectives for saving
A00460 - lives, time, and money from adding energy to connect the dots of cause
A00461 - and effect, ref OF 2 1113, supports economic, social, and philosophy
A00462 - objectives of Knowledge Management.
A00463 -
A00464 -
A00465 -
A00466 -
A00467 -
A005 -

SUBJECTS
Information Technology IT Efficiency Store Move Connect Bits Bytes D

AJ03 -
AJ0401 -  ..
AJ0402 - Information Technology Efficiency Store Move Connect Bits Bytes Data
AJ0403 - Information Management Makes IT Useful in Stories and Calculations
AJ0404 - Documents Messages Data Valuation Governance Information Management
AJ0405 -
AJ0406 - Prusak's article continues...
AJ0407 -
AJ0408 -   22.  Information management developed during the seventies and
AJ0409 -        eighties is a subset of information technology and information
AJ0410 -        science.  It focus on managing information independent of tools
AJ0411 -        that house and manipulate it.  Information management deals
AJ0412 -        with valuation, techniques, governance, and incentive schemes.
AJ0413 -        "Information," in this context, generally means documents,
AJ0414 -        data, and structured messages. ref OF 18 02ES
AJ0416 -         ..
AJ0417 -   23.  In broad terms, knowledge management focuses on usefulness
AJ0418 -        rather than efficiency of technology that houses and delivers
AJ0419 -        information.  Information technology focuses, for instance, on
AJ0420 -        how many bits an electronic pipeline can carry; information
AJ0421 -        management and knowledge management focus on how storage and
AJ0422 -        transmission benefits people.  We see it in our discussions of
AJ0423 -        what techniques make information and knowledge useful, not just
AJ0424 -        availability. ref OF 18 02GS
AJ0426 -  ..
AJ0427 - "Information management" applies the power of Information technology
AJ0428 - to efficiently store, move, and connect bits and bytes of data for
AJ0429 - useful human requirements, tasks, and practices, noted by Prusak, per
AJ0430 - above, ref SDS 0 01FT, has well recognized deliverables, such as a
AJ0431 - letter, specification, magazine article, movie, memorandum, cost
AJ0432 - control data base report, cited by Dave Vannier on 960627, ref SDS 31
AJ0433 - 4899, a parts inventory is another example, a time card, a CPM or PERT
AJ0434 - schedule chart, all provide information for managing the work.  Prusak
AJ0435 - relates that Knowledge Management might be aimed at improving
AJ0436 - "document management," but gives no hint of how documents are
AJ0437 - "managed," and how this can be improved to justify a new way of
AJ0438 - working using Knowledge Management, per above. ref SDS B7 017L  Except
AJ0439 - for filing cabinets and computer directories, which are not mentioned
AJ0440 - in the article, it is not clear what information "management" means?
AJ0441 - How did Prusak and his colleagues envision adding value to information
AJ0442 - management deliverables that yields yet more useful deliverables for
AJ0443 - Knowledge Management?
AJ0444 -
AJ0445 -    [On 040312 lectures on 21st century science describe the locality
AJ0446 -    principle - "connecting the dots" of cause and effect drives the
AJ0447 -    power of knowledge for predicting the future, ref SDS D3 YH4G;
AJ0448 -    adding energy to construct connections, under the 2nd law of
AJ0449 -    thermodynamics prevents increasing entropy that dissipates the
AJ0450 -    power of management to control events, devolving order into a
AJ0451 -    morass of bumbling, conflict, crisis, and calamity. ref SDS D3 LH8F
AJ0453 -  ..
AJ0454 - "Data valuation" may pertain to the Data Base Management Systems, like
AJ0455 - banking, financial, and accounting controls, payroll, cost, inventory,
AJ0456 - and schedule control, systems.  Documents pertain to wordprocessing.
AJ0457 - Structured messages may be email and outlining tools like Lotus Notes,
AJ0458 - and Powerpoint.  Governance may be access, confidentiality, privacy,
AJ0459 - security, and version control systems.
AJ0461 -  ..
AJ0462 - Landauer discusses usefulness in his book "The Trouble with
AJ0463 - Computers," reviewed on 950710. ref SDS 21 4728
AJ0465 -  ..
AJ0466 - So, what Knowledge Management practice or technique makes information
AJ0467 - useful?  Since both information management and knowledge management
AJ0468 - make information technology useful, what distinguishes one from the
AJ0469 - other, per above? ref SDS B7 SZ7O
AJ0471 -  ..
AJ0472 - What is the definition of "useful" information and knowledge?  What
AJ0473 - about the ability to do work, does adding energy to information that
AJ0474 - connects cause and effect yield any benefits for doing work?
AJ0475 -
AJ0476 -            [On 040312 lectures on the locality principle present the
AJ0477 -            power of knowledge for controlling the future derived from
AJ0478 -            energy "connecting the dots" of cause and effect under the
AJ0479 -            2nd law of thermodynamics. ref SDS D4 YH4G
AJ0480 -
AJ0481 -
AJ0482 -
AJ0483 -
AJ0484 -
AJ05 -

SUBJECTS
Information Management Applies Established Knowledge with Software T

AV03 -
AV0401 -  ..
AV0402 - Information Management Established Knowledge Applied by Technology
AV0403 - Knowledge Management Makes Information Useful for Decision Support
AV0404 - Established Knowledge Applied Technology Yields Information Management
AV0405 -
AV0406 - Knowledge management makes information "useful" applying technology
AV0407 - efficiencies to accomplish tasks with reduced time and effort for
AV0408 - cognitive overhead by using established (express) knowledge of cause
AV0409 - and effect.  This enables people to spend more time performing
AV0410 - information management tasks by reducing the time required to think
AV0411 - about how to perform tasks, as discussed in POIMS. ref OF 2 2049  Some
AV0412 - very powerful tools have emerged that fit this criteria of empowering
AV0413 - people to switch from spending time thinking about how, which is
AV0414 - stressful, to thinking about when which is satisfying...
AV0415 -
AV0416 -            1.  Plant manufacturing management that performs assembly
AV0417 -                with computer controlled robotics, beginning with
AV0418 -                computer aided design technologies, and integrated with
AV0419 -                inventory control, procurement, and payments.
AV0421 -                 ..
AV0422 -                Computer mircorprocessors are the most advanced
AV0423 -                example; automobile, appliances, all mass manufactured
AV0424 -                items are also greatly aided by computers that aid
AV0425 -                human thought in deciding what to do, and further in
AV0426 -                performing the established tasks.
AV0428 -                 ..
AV0429 -            2.  Computer aided design greatly leverages cognitive
AV0430 -                processes creating, revising, and determining results
AV0431 -                of alternate design schemes for decision support,
AV0432 -                including estimating quantities of materials, cost and
AV0433 -                schedule impacts.
AV0435 -                 ..
AV0436 -            3.  Wordprocessing has become computer aided technology
AV0437 -                that greatly reduces cognitive overhead for writing and
AV0438 -                publishing decision support, with respect to the
AV0439 -                construction and appearance of documents.
AV0441 -                 ..
AV0442 -            4.  Email uses computers to leverage cognitive overhead for
AV0443 -                distribution of content, either to an individual, or
AV0444 -                uniformly to many without increase in time or cost, and
AV0445 -                with reduced time and effort by several orders of
AV0446 -                magnitude compared to conventional distribution.
AV0448 -  ..
AV0449 - Industry practice seems to call established (express, explicit)
AV0450 - knowledge applied with tools "information management" that is
AV0451 - distinguished from tacit, implicit, and emergent knowledge from
AV0452 - experience that is not yet formalized in writing "Knowledge
AV0453 - Management."
AV0455 -  ..
AV0456 - Each of the three (3) areas listed above can be considered "Knowledge
AV0457 - Management" in a narrow sense of using technology to reduce the time
AV0458 - and cost of applying explicit knowledge formalized in some cases over
AV0459 - centuries.  Product assembly, design practices of architects and
AV0460 - engineers, and publishing practices have a long history that
AV0461 - identifies repetitive processes technology can accomplish to reduce
AV0462 - the burden of cognitive overhead.  This increases productivity by
AV0463 - orders of magnitude.
AV0465 -  ..
AV0466 - "Learning" seems to be a helpful way to distinguish information from
AV0467 - knowledge.  CAD and spreadsheet software program seem to fit this
AV0468 - criteria by permitting discovery of impacts from alterate scenarios.
AV0469 -
AV0470 -
AV0471 -
AV0472 -
AV0473 -
AV05 -

SUBJECTS
Communication Transfers Knowledge through Storytelling Connects Expe

BG03 -
BG0401 -  ..
BG0402 - Tacit Implicit Knowledge Converted into Explicit Knowledge with Writing
BG0403 - Conversation Transfers Knowledge through Storytelling
BG0404 - Storytelling Connects Experience Objectives Values Lessons Learned
BG0405 - Knowledge Management Forms Emergent Knowledge Experience with Stories
BG0406 -
BG0407 - The more common use of Knowledge Management cited by Prusak,
BG0408 - ref SDS 0 02GS, transforms emergent and implicit (also "tacit")
BG0409 - knowledge learned from experience and conversation, shown earlier in
BG0410 - his paper, ref SDS B7 6F3I, into an explicit written form to guide
BG0411 - decisions and improve performance of work. ref SDS B7 HN6L  Implicit
BG0412 - (also tacit) knowledge reflects Prusak's emphasis on sociology as a
BG0413 - component of Knowledge Management. ref SDS 0 026U, because people
BG0414 - skills are critical for learning from meetings, calls, discussions,
BG0415 - and collaboration.
BG0417 -  ..
BG0418 - People skills, and human relations are not a big part of robotic
BG0419 - assembly, designing structural work, calculating cost and schedule,
BG0420 - adding footnotes, italics, and pictures to a document, which can be
BG0421 - accomplished with information managment tools that implement
BG0422 - established, also "explicit," knowledge.  Prusak does not explain how
BG0423 - sociology and people skills manage what is learned to make
BG0424 - conversation useful for doing work, and by more than the people
BG0425 - involved in a particular meeting.  Presumably, people who like getting
BG0426 - knowledge from conversation in a meeting or call, rather than studying
BG0427 - the record, like to go to the next meeting and convey their tacit
BG0428 - knowledge in another conversation for collaboration.  Writing converts
BG0429 - implicit or "tacit," knowledge into explicit knowledge more accurately
BG0430 - by orders of magnitude by avoiding meaning drift, explained in POIMS.
BG0431 - ref OF 3 8774
BG0433 -  ..
BG0434 - On 991108 review indicates that people give up on writing as a medium
BG0435 - for constructing knowledge through the course of a long career.
BG0436 - ref SDS 58 TU8S   Laziness and fear of accountability drive avoidance
BG0437 - of literacy and reliance on conversation for knowledge management.
BG0438 - ref SDS 58 TU5V  Organizing a growing pile of writing is a lot of hard
BG0439 - work, reported on 000307. ref SDS 68 767G
BG0441 -  ..
BG0442 - In a professional conference on storytelling for management support
BG0443 - presented by Steve Denning during the year 2001 and reported on the
BG0444 - Internet (see below, ref SDS 0 335K) there is a paper by Larry Prusak
BG0445 - describing "conversation" as the mechanism for Knowledge Management...
BG0447 -  ..
BG0448 - Support for conversation fits the metaphor of voices across the ages
BG0449 - in partnership that lift civilization which argues for liberal
BG0450 - education agena, reviewed on 991027. ref SDS D6 ZX8G
BG0451 -
BG0453 -         ..
BG0454 -        Plumbing Repairs Conversation Telling Stories to Expedite
BG0455 -        Conversational Storytelling Knowledge Management 21st Century
BG0456 -        Storytelling Passport to 21st Century Plumbing Repairs
BG0457 -        Knowledge Management Conversation Coffee for Plumbing Repairs
BG0458 -
BG0459 -        Note - related story on repairing copy machines with
BG0460 -        conversation is also presented. ref SDS 0 HD8M
BG0461 -
BG0462 -              http://www.creatingthe21stcentury.org/Larry-IIB-about-work.html
BG0463 -
BG0464 - ...Prusak explains implicit knowledge from experience conveyed
BG0465 - through telling stories...
BG0466 -
BG0467 -            So when [plumbers, mechanics, engineers] went to someone's
BG0468 -            home, they couldn't access the pipes, and they had to
BG0469 -            re-invent the handwritten records.  The people had to meet
BG0470 -            and they had to try to find people who remembered where the
BG0471 -            pipes went.  It was very tactile, tacit, contextual
BG0472 -            knowledge.  Speak to plumbers.  Houses are different.
BG0473 -            Pipes are different.  Anyone who knows work like that knows
BG0474 -            what I'm talking about.  They had to reinvent the whole
BG0475 -            thing.  And they'd meet and have coffee, every morning.
BG0476 -            And they'd say: "Which house are you going to?  Ah.  I
BG0477 -            think John used to know about that one.  Give him a call."
BG0478 -            John would say, "Oh yes, when you do this, it's copper and
BG0479 -            it leads into this." These are stories about the work
BG0480 -            itself.
BG0482 -  ..
BG0483 - This fits the model of John Maloney on 010114 explaining that just
BG0484 - talking about KM is doing KM. ref SDS 87 EK3I
BG0485 -
BG0486 -                [On 040620 Knowledge Management professional event to
BG0487 -                present new practice of thinking about opportunities is
BG0488 -                more important than taking action. ref SDS D9 H35F
BG0490 -                 ..
BG0491 -                [On 040620 seminar agenda presents Prusak, Senge,
BG0492 -                Scharmer, and others who develop change management with
BG0493 -                conversation, along the lines of Prusak's theory of
BG0494 -                Knowledge Management as conversation. ref SDS D8 W18L,
BG0495 -                which is further explained as authentic conversation by
BG0496 -                John Maloney's press release for the KM Cluster
BG0497 -                Calabria. ref SDS D8 LZ6O
BG0499 -                 ..
BG0500 -                [On 060821 conversation to get the gist of the story
BG0501 -                for complex patient history strives to avoid stress of
BG0502 -                cognitive overhead for preparing written 2nd opinion
BG0503 -                without reviewing written chronology. ref SDS E7 YK6N
BG0505 -  ..
BG0506 - SDS supports storytelling with the 1st step of Communication Metrics
BG0507 - to capture a written record of discussion and conversation in the
BG0508 - coffee shop, in the board meeting, on the telephone to create personal
BG0509 - and organizational memory, and add connections that transform
BG0510 - conversation into the power of knowledge, as listed in POIMS.
BG0511 - ref OF 5 685K
BG0512 -
BG0513 -
BG0514 -
BG0515 -
BG06 -

SUBJECTS
Knowledge Definition Dictionary Correlates with Experience Denning S

BQ03 -
BQ0401 -  ..
BQ0402 - Knowledge Definition Steve Denning Management Consultant Storytelling
BQ0403 - Storytelling Knowledge Definition Steve Denning Management Consultant
BQ0404 -
BQ0405 - The Steve Denning Internet location offers support for...
BQ0406 -
BQ0407 -              http://www.stevedenning.com/
BQ0409 -             ..
BQ0410 -            Leadership
BQ0411 -            Innovation
BQ0412 -            Business Narrative.
BQ0413 -            Organizational Storytelling
BQ0415 -  ..
BQ0416 - Steve presents Knowledge Management with a comprehensive scope...
BQ0417 -
BQ0418 -              http://www.stevedenning.com/knowledge_management.htm
BQ0419 -
BQ0420 - ...centered on "storytelling" for efficient formation and transfer of
BQ0421 - critical knowledge through conversation, reflecting Larry Prusak's
BQ0422 - presentation, per above. ref SDS 0 H461
BQ0424 -  ..
BQ0425 - Additionally, Steve takes a crack at defining knowledge...
BQ0427 -             ..
BQ0428 -            Knowledge is defined....
BQ0429 -
BQ0430 -                Webster's Dictionary, knowledge is "the fact or
BQ0431 -                condition of knowing something with familiarity gained
BQ0432 -                through experience or association".
BQ0434 -                 ..
BQ0435 -                In practice, there are many possible, equally plausible
BQ0436 -                definitions of knowledge.  A frequently used definition
BQ0437 -                of knowledge is "the ideas or understandings which an
BQ0438 -                entity possesses that are used to take effective action
BQ0439 -                to achieve the entity's goal(s).  This knowledge is
BQ0440 -                specific to the entity which created it."
BQ0442 -  ..
BQ0443 - Communication, information, knowledge and wisdom are defined in the
BQ0444 - record on 960228. ref SDS 26 9402
BQ0445 -
BQ0446 -            [On 040312 knowledge is defined as the power to reliably
BQ0447 -            predict the future based on experience showing connections
BQ0448 -            of cause and effect under the locality principle.
BQ0449 -            ref SDS D3 YH4G
BQ0451 -  ..
BQ0452 - Denning does a service demonstrating the practice of defining even
BQ0453 - long established words differently from the dictionary to construct
BQ0454 - new concepts and explain useful practices, here a practice of
BQ0455 - Knowledge Management, Communication Metrics, and Intelligence Support
BQ0456 - (also Decision Support).
BQ0458 -  ..
BQ0459 - Denning concludes...
BQ0460 -
BQ0461 -                Knowledge has historically been regarded as something
BQ0462 -                that is believed, that is true and that is reliable.
BQ0464 -                 ..
BQ0465 -                Technology makes transferring information fast, easy,
BQ0466 -                and cheap; it is often very difficult and slow to
BQ0467 -                transfer knowledge from person to another.
BQ0469 -  ..
BQ0470 - Denning's explanation of information that is easily transferred, and
BQ0471 - knowledge which often is not, reflects analysis on 900303 explaining
BQ0472 - the role of experience that verifies accuracy of causation and thereby
BQ0473 - predictability that distinguishes information from knowledge.
BQ0474 - ref SDS 3 7739
BQ0476 -  ..
BQ0477 - POIMS explains "false knowledge" that distinguishes mere belief from
BQ0478 - accurate understanding of cause and effect. ref OF 3 049O
BQ0480 -  ..
BQ0481 - Denning concludes...
BQ0482 -
BQ0483 -                Debates about the meaning of knowledge have continued
BQ0484 -                for thousands of years, and seem likely to continue for
BQ0485 -                some time to come.
BQ0486 -
BQ0487 -
BQ0488 -
BQ0489 -
BQ05 -

SUBJECTS
Canterbury Tales Classic Example Knowledge Management Just Talking B

CD03 -
CD0401 -  ..
CD0402 - Canterbury Tales Classical Example Knowledge Management Just Talking
CD0403 - Just Talking Better Knowledge Management than Reading Specifications
CD0404 - Specifications Ignored Build the Job with Conversation Tell Stories
CD0405 - Storytelling Equipment Repair Based Conversation Not Specifications
CD0406 -
CD0407 - Steve Denning's consulting practice teaching management through
CD0408 - storytelling, ref SDS 0 335K, and Prusak's example using conversation
CD0409 - for plumbing repairs, ref SDS 0 H461, illustrates sociology, network,
CD0410 - community components of Knowledge Management presented in Prusak's
CD0411 - paper. ref SDS 0 026U  Reliance on conversation at the coffee shop
CD0412 - does not seem to fit the Knowledge Management practice of transforming
CD0413 - implicit knowledge from conversation into explicit knowledge that can
CD0414 - be "managed" by capturing the record of problems in writing that
CD0415 - empowers people to analyse, study, collaborate, share, and develop
CD0416 - lessons learned, cited earlier in his article, per above. ref SDS 0
CD0417 - IZ5F
CD0419 -  ..
CD0420 - Reliance on conversation and storytelling for Knowledge Management
CD0421 - aligns with John Maloney's letter on 010114 saying that just talking
CD0422 - about KM to develop fantastic social networking and contacts is doing
CD0423 - KM. ref SDS 87 EK3I
CD0425 -  ..
CD0426 - If telling stories is the scope of knowledge management, why not
CD0427 - simply propose emphasis on communication, and give conversation,
CD0428 - talking, and storytelling as an examples?
CD0429 -
CD0430 -        [On 040620 Knowledge Management professional event to
CD0431 -        present new practice of thinking about opportunities is
CD0432 -        more important than taking action. ref SDS D8 H35F
CD0434 -         ..
CD0435 -        [On 040620 "authentic conversation" proposed by John Maloney
CD0436 -        for Knowledge Management, ref SDS D8 LZ6O, to replace reliance
CD0437 -        on linear mechanistic thinking with alphabet technology.
CD0438 -        ref SDS D8 K47Q
CD0440 -         ..
CD0441 -        [On 040620 seminar agenda presents Prusak, Senge, Scharmer, and
CD0442 -        others who develop change management with conversation, along
CD0443 -        the lines of Prusak's theory of Knowledge Management as
CD0444 -        conversation. ref SDS D8 686J, which is further explained as
CD0445 -        authentic conversation by John Maloney's press release for the
CD0446 -        KM Cluster Calabria. ref SDS D8 LZ6O
CD0448 -         ..
CD0449 -        [On 040621 John's letter cites 1993 article by Alan
CD0450 -        Webber in HBR proposing to ground Knowledge Management
CD0451 -        in a practice of "conversation." ref SDS E0 OO8K
CD0453 -  ..
CD0454 - Sociology and networks in communities that tell stories without any
CD0455 - investment to verify accuracy are commonly called "gossip" and
CD0456 - "speculation," which convey information under the common rule: "talk
CD0457 - is cheap."  Turning information into useful knowledge is a lot of
CD0458 - hard work, which is why gossip is so popular.
CD0459 -
CD0460 -        [On 021118 reality monitoring innate mental metrics trace
CD0461 -        understadings to original sources that verify accuracy of
CD0462 -        perceptions. ref SDS C7 QS8H
CD0464 -  ..
CD0465 - Sociology and networking in conversation that is not aligned to
CD0466 - authenticate accuracy, leads to heated conflict and argument in
CD0467 - meetings, cited by Andy Grove at Intel, reviewed on 980307.
CD0468 - ref SDS 37 0261  People point their finger in accusation and blame
CD0469 - because they cannot point to an accurate record of organizational
CD0470 - memory to get the work done correctly, on time, and within budget,
CD0471 - reported by DOD program manager, reviewed on 020217. ref SDS C1 9360
CD0473 -  ..
CD0474 - Examples of conversations that do no advance productivity within a
CD0475 - Knowledge Management framework of improved productivity are listed on
CD0476 - 020217. ref SDS C1 TT3F
CD0478 -  ..
CD0479 - If the repair people make a mistake, causing equipment to fail, if the
CD0480 - building burns down and people die there will an inquiry.  People will
CD0481 - again be called upon to talk about what happened.  Storytelling will
CD0482 - play a crucial role in figuring out what should have been done
CD0483 - differently, if anything to avoid carnage and mayhem.  In this case,
CD0484 - someone will be asked to write everything down, and people will be
CD0485 - cross-examined to align each story with evidence.  This record of
CD0486 - cross-checked evidence and authenticated conversation on the witness
CD0487 - stand empowers people to make judgements on what should have been
CD0488 - done, as explained in NWO. ref OF 9 16RN
CD0490 -  ..
CD0491 - On 991108 research shows that preliterates and illiterates use
CD0492 - storytelling, fingerpainting, trees, remains of dead animals, etc., as
CD0493 - landmarks for passing along critical knowledge through stories that
CD0494 - are memorable by exaggeration. ref SDS 58 6344  Havelock, as well,
CD0495 - makes similar points. ref SDS 58 4505
CD0497 -  ..
CD0498 - Reliance on conversational storytelling to make plumbing repairs fits
CD0499 - the model of Chaucer's Canterbury Tales; people sitting around the
CD0500 - campfire telling stories about classical "implicit knowledge" of human
CD0501 - drives and solutions to common issues of daily life...
CD0502 -
CD0503 -              http://www.librarius.com/
CD0504 -
CD0506 -         ..
CD0507 -        Copy Machine Repairs Conversation Telling Stories to Expedite
CD0508 -        Conversation Storytelling Only Knowledge Management Process
CD0509 -
CD0510 -        Note - this complements the story on fixing plumbing with
CD0511 -        storytelling and conversation, per above. ref SDS 0 H461
CD0512 -
CD0513 - Prusak's comments on storytelling Internet continue...
CD0515 -             ..
CD0516 -            There's a very famous book by Julian Orr called Talking
CD0517 -            About Machines" (Cornell University Press, 1990). I'm sure
CD0518 -            some of you have read this book. It's a wonderful book on
CD0519 -            just what we're talking about, on how the Xerox Company in
CD0520 -            all its rationalist mode, and IBM would do exactly the
CD0521 -            same thing, or any other firm, put out enormous
CD0522 -            documentation on fixing these big high-tech copiers. And
CD0523 -            you could imagine: huge volumes of procedures and
CD0524 -            standards and books. And it turns out the repairmen just
CD0525 -            talk to each other. When they have a problem, they just
CD0526 -            call each other. When they gave them mobile phones, that
CD0527 -            made it even easier. It works.
CD0529 -                 ..
CD0530 -                Conversation Biological Drive to Rely on Talking
CD0531 -                Cognitive Overhead Reduced by Conversation Fast Easy
CD0532 -
CD0533 -                First, because it's much easier to understand another
CD0534 -                person talking a subject, than it is to read any
CD0535 -                documentation.
CD0537 -                 ..
CD0538 -                Secondly, because you don't know what problems you're
CD0539 -                going to find until you find them.
CD0541 -                 ..
CD0542 -                And thirdly, because you want the interaction. "Did you
CD0543 -                try this?  That didn't work.  Well how about this?
CD0544 -                Maybe you should try that."
CD0545 -
CD0546 -                   [On 060821 conversation to get the gist of the story
CD0547 -                   for complex patient history supports written 2nd
CD0548 -                   opinion without review of written chronology.
CD0549 -                   ref SDS E7 YK6N
CD0551 -             ..
CD0552 -            You do verbal decision trees in the form of stories.  And
CD0553 -            that's exactly how most people help each other at work.
CD0554 -            They tell stories about the work.
CD0556 -  ..
CD0557 - Support for conversation fits the metaphor of voices across the ages
CD0558 - in partnership that lift civilization which argues for liberal
CD0559 - education agena, reviewed on 991027. ref SDS 57 ZX8G
CD0561 -  ..
CD0562 - Service work on copy machines is similar to customer support fixing
CD0563 - computers.  SDS support for Knowledge Management providing a case
CD0564 - history that expedites computer repairs is reported in the Typical Day
CD0565 - Scenario using SDS. ref OF 7 3120  Other examples using organizational
CD0566 - memory for customer support are in the record on 020708. ref SDS C4
CD0567 - LU6H  This record indicates that good case history facilitates good
CD0568 - discussion to expedite repairs.
CD0570 -                ..
CD0571 -               [On 040620 Knowledge Management professional event to
CD0572 -               present new practice of thinking about opportunities is
CD0573 -               more important than taking action. ref SDS D8 H35F
CD0575 -  ..
CD0576 - The role of stories was reviewed on 000307, ref SDS 68 0783, and is
CD0577 - explained in NWO citing the common mental framework that asks...
CD0578 -
CD0579 -                    What's the story...
CD0580 -
CD0581 - ...in order to learn what happened that might be useful or interesting
CD0582 - and entertaining. ref OF 8 E55J  Conversation, meetings, conferences
CD0583 - are good starting points for learning, particularly to identify
CD0584 - trouble spots, nuance, and implications.  How then to turn good
CD0585 - conversation into useful knowledge for an effective practice of
CD0586 - "Knowledge Management" proposed by Prusak, per above? ref SDS 0 02GS
CD0587 -
CD0588 -    [On 060821 conversation to get the gist of the story for
CD0589 -    complex patient history supports written 2nd opinion without
CD0590 -    review of written chronology. ref SDS E7 YK6N
CD0592 -  ..
CD0593 - POIMS describes tools for "thinking through writing" that efficiently
CD0594 - "connect the dots" of cause and effect transforming daily working
CD0595 - information from meetings, calls, and documents into the power of
CD0596 - knowledge? ref OF 6 3742
CD0598 -  ..
CD0599 - Prusak's example of equipment repairs guided by "just talking" rather
CD0600 - than the specification, the design, as-builts, and history of prior
CD0601 - repairs reflects a scenario planned for a professional conference
CD0602 - presented by the Project Management Institute (PMI).  A CEO, general,
CD0603 - contractor, banker, engineer, salesman, doctor, and lawyer would have
CD0604 - a meeting with an architect to discuss changes to the general's house,
CD0605 - developed on 960329. ref SDS 27 9930  General Hank Hatch planned to
CD0606 - support a moch progress meeting to illustrate importance of writing
CD0607 - things down that are discussed in conversation, reported on 960402.
CD0608 - ref SDS 28 HW8O
CD0610 -  ..
CD0611 - Work performed primarily from reliance on conversation, including the
CD0612 - repair of complex technology often fails, illustrated by the record on
CD0613 - 931117 reporting repair work by IBM, ref SDS 12 PL9F, the company
CD0614 - where Prusak works.
CD0616 -  ..
CD0617 - On 920615 example successful equipment repair relying on product
CD0618 - specification. ref SDS 8 0001
CD0620 -  ..
CD0621 - Knowledge Management should solve the problem reported at IBM on
CD0622 - 931117 where there is lots of information in IBM's records on solving
CD0623 - problems, but nobody can find it, so they start over with
CD0624 - conversation. ref SDS 13 BU7G
CD0625 -
CD0626 -               [On 040620 Knowledge Management professional event to
CD0627 -               present new practice of thinking about opportunities is
CD0628 -               more important than taking action. ref SDS D8 H35F
CD0629 -
CD0630 -
CD0631 -
CD0632 -
CD07 -

SUBJECTS
Knowledge Management Borrowed from Quality Control TQM Support Inter

CZ03 -
CZ0401 -  ..
CZ0402 - Processes Intelligence Communication Metrics Quality for Management
CZ0403 - Quality Control Knowledge Management Borrowed and Enabled by SDS
CZ0404 - Knowledge Management Not Easily Defined nor Measured Lacks Substance
CZ0405 -
CZ0406 - Prusak's article continues...
CZ0407 -
CZ0408 -   25.  The quality movement focused on internal customers, overt
CZ0409 -        processes, and shared, transparent goals.  Knowledge management
CZ0410 -        has borrowed these three goals.  Quality techniques apply to
CZ0411 -        manufacturing processes; knowledge management has a broader
CZ0412 -        scope of processes that do not seem to lend themselves readily
CZ0413 -        to measurement or definition.  Knowledge work involves making
CZ0414 -        knowledge visible and developing processes, process owners, and
CZ0415 -        governance structures. ref OF 18 02IX
CZ0417 -  ..
CZ0418 - Prusak saying that Knowledge Management cannot be defined nor measured
CZ0419 - fits the model of consultants marketing hype, cited by Prusak in the
CZ0420 - opening para of his paper, per above. ref SDS B7 SZ7O  Saying that
CZ0421 - Knowledge Management "borrows" from TQM supports analysis in POIMS.
CZ0422 - ref OF 3 2N3L
CZ0423 -
CZ0424 -            [On 011102 reengineering illustrates how important ideas
CZ0425 -            and useful practices are stripped of substance and become
CZ0426 -            misleading cliches of empty rhetoric. ref SDS B8 SM4G
CZ0428 -             ..
CZ0429 -            [On 020608 Prusak's successor at IBM, Dave Snowden,
CZ0430 -            reported in a follow up paper that KM has not met
CZ0431 -            expectations. ref SDS C3 ZN6I
CZ0433 -             ..
CZ0434 -            [On 020608 case study shows long history of Knowledge
CZ0435 -            Management failure to offer meaningful advance with respect
CZ0436 -            to other methods. ref SDS C3 QV5G
CZ0438 -             ..
CZ0439 -            [On 040620 John Maloney proposes in a press release for a
CZ0440 -            seminar that "authentic conversation" is the essence of
CZ0441 -            Knowledge Management," and replaces reliance on 300 years
CZ0442 -            of practice building civilization on the foundation of the
CZ0443 -            locality principle of causation, as reflected in
CZ0444 -            mechanistic, linear thinking. ref SDS D8 HH5L
CZ0446 -  ..
CZ0447 - Prusak's paper describes only one (1. goal of KM:  improve
CZ0448 - productivity and innovation.  This goal is underscored by Prusak
CZ0449 - citing better efficiency, as a result of KM. ref SDS 0 01FT  The
CZ0450 - examples of KM presented in Prusak's remarks at a professional
CZ0451 - conference in 2001 explaining advantages of casual conversation for
CZ0452 - plumbing repairs, ref SDS 0 H461, and to fix complex copying equipment
CZ0453 - manufactured by Xerox, further present the goal of productivity.
CZ0454 - ref SDS 0 HD8M
CZ0456 -  ..
CZ0457 - "Focusing on internal customers" often presents collaboration and
CZ0458 - sharing information along the lines of conversation over coffee, shown
CZ0459 - by the examples of work practices cited by Prusak, per above.
CZ0460 - ref SDS 0 H461
CZ0462 -  ..
CZ0463 - "Processes" for Knowledge Management called out in Prusak's paper are
CZ0464 - not specified, except for conversation, per above. ref SDS 0 HD8M
CZ0465 -
CZ0466 -            [On 040621 Knowledge Management seminar scheduled for New
CZ0467 -            York on 040625 proposes only conversation, and mechanics of
CZ0468 -            linear processes that track cause and effect for working
CZ0469 -            intelligently. ref SDS E0 C75N
CZ0471 -  ..
CZ0472 - Quality movement for continual improvement of work processes cited in
CZ0473 - Prusak's paper, ref SDS 0 8J8F, reflects TQM proposals like Deming's
CZ0474 - plan, do, study, act process reported in POIMS. ref OF 5 0336  What
CZ0475 - "process" does Prusak and IBM propose for KM?  Nothing is evident in
CZ0476 - the paper, reflecting IBM's announcement of "business intelligence,"
CZ0477 - reviewed on 980226. ref SDS 36 1247
CZ0479 -  ..
CZ0480 - Prusak says nothing about the "feedback loop" process for improving
CZ0481 - management, probably for reasons set out in NWO, ref OF 12 2670, and
CZ0482 - noted by Grove that management doesn't want to improve, reviewed on
CZ0483 - 980307. ref SDS 38 1657
CZ0484 -
CZ0485 -            [On 060615 example using SDS for quality control feedback
CZ0486 -            to improve work processed in health care. ref SDS E6 PR5R
CZ0488 -  ..
CZ0489 - Knowledge Mangement can be defined as "quality control" for
CZ0490 - management, see POIMS, ref OF 2 3385, under Drucker's view that the
CZ0491 - quality of decisions is the primary metric of management, reviewed on
CZ0492 - 931130. ref SDS 14 3416
CZ0493 -
CZ0494 -
CZ0496 -  ..
CZ0497 - Communication Metrics Measure Knowledge Management Processes
CZ0498 - Measurement of Knowledge Management Evaluates Risk Intelligence Index
CZ0499 -
CZ0500 - SDS provides simple, direct Communication Metrics for Knowledge
CZ0501 - Management discussed above. ref SDS 0 01CO.  These metrics are "hidden
CZ0502 - in plain sight" because people have not learned to calculate economic
CZ0503 - benefits from these numbers, as shown in #6. ref SDS 0 YT4J
CZ0504 -
CZ0505 -    1.  Number of meetings, calls, and documents measures complexity
CZ0506 -        and risk of error from rising disorder, i.e., entropy, which
CZ0507 -        was analysed for economic by USAFIT report reviewed on 970707.
CZ0508 -        ref SDS 33 0108
CZ0509 -
CZ0510 -           [On 040312 laws of nature yield order, structure, pattern of
CZ0511 -           cause and effect for logical analysis, ref SDS D5 RP6K;
CZ0512 -           locality principle adds energy to connect cause and effect
CZ0513 -           that converts information into the power of knowledge,
CZ0514 -           ref SDS D5 YH4G; Knowledge Management takes a lot of hard
CZ0515 -           work because rising information density drives management
CZ0516 -           toward entropy, i.e., disorder, bumbling, errors, loss,
CZ0517 -           conflict, chaos; irreversability of time makes meetings,
CZ0518 -           calls, and documents, especially email "killer applications"
CZ0519 -           that kill productivity under the 2nd law of thermodynamics.
CZ0520 -           ref SDS D5 566F
CZ0522 -         ..
CZ0523 -    2.  Number of SDS records measures authentication and amount of
CZ0524 -        listening that reduces the risk of error by increasing order,
CZ0525 -        i.e., reducing entropy, as related in Typical Day Scenario.
CZ0526 -        ref OF 7 4679
CZ0528 -         ..
CZ0529 -        Ratio of total meetings, calls, and documents to SDS records
CZ0530 -        yields communication risk index.
CZ0531 -
CZ0532 -               [On 070723 reviewed Gary's record on 070720 submitting
CZ0533 -               comments on 11 Deadly Sins... notes that metrics are
CZ0534 -               effective for clues of success from using Knowledge
CZ0535 -               Management. ref SDS E8 OX4O
CZ0537 -         ..
CZ0538 -    3.  Number of links, subjects, headlines, segments, hours,
CZ0539 -        contacts, words, action items measure level of effort for
CZ0540 -        intelligence, authentication, and availability of precision
CZ0541 -        access.
CZ0543 -         ..
CZ0544 -        Ratio of engineering time time to SDS words yields verification
CZ0545 -        index.
CZ0547 -         ..
CZ0548 -        Ratio of executive time to SDS words yields intelligence
CZ0549 -        index.
CZ0551 -         ..
CZ0552 -        Ratio of links to records yields Knowledge index under locality
CZ0553 -        principle.
CZ0555 -         ..
CZ0556 -        Ratio of headlines to records yields summary index.
CZ0558 -         ..
CZ0559 -        Ratio of subjects to records yields context index.
CZ0560 -
CZ0562 -         ..
CZ0563 -    4.  Number of records distributed measures amount of verification.
CZ0564 -
CZ0565 -        Ratio of total records distributed to total participants
CZ0566 -        yields collaboration index.
CZ0568 -         ..
CZ0569 -    5.  Number of responses measures feedback.
CZ0570 -
CZ0571 -        Ratio of total records distributed to feedback yields
CZ0572 -        engagement and coordination index.
CZ0574 -         ..
CZ0575 -    6.  Economic benefits of Communication Metrics derives from
CZ0576 -        reducing the cost of rework and saving lives, time, and money,
CZ0577 -        shown in the report published by US Army Corps of Engineers.
CZ0578 -        ref DRP 5 0001, and received on 971008. ref SDS 35 2979
CZ0579 -
CZ0580 -
CZ0582 -  ..
CZ0583 - Knowledge Management Processes Defined by SDS Design and Practice
CZ0584 - SDS Supports Knowledge Management Processes with Measurements
CZ0585 - Processes SDS Design Communication Metrics Define Knowledge Management
CZ0586 -
CZ0587 - On 000307 research identified traditional knowledge management tasks
CZ0588 - and responsibilities. ref SDS 68 767G
CZ0590 -  ..
CZ0591 - POIMS describes processes for...
CZ0592 -
CZ0593 -    1.  Intelligence.............................. ref OF 5 6649
CZ0594 -
CZ0595 -    2.  Context Management........................ ref OF 5 1110
CZ0596 -
CZ0597 -    3.  Continual Learning........................ ref OF 4 7T9I
CZ0599 -         ..
CZ0600 -    4.  Personal organizational memory
CZ0601 -        integrated................................ ref OF 4 1101
CZ0603 -         ..
CZ0604 -        Invest intellectual capital
CZ0606 -         ..
CZ0607 -    5.  Communication Metrics 8 steps............. ref OF 5 685K
CZ0608 -
CZ0609 -        Authenticate conversation
CZ0610 -        Reality monitoring
CZ0611 -        Accuracy verification
CZ0612 -        Traceability to original sources
CZ0614 -         ..
CZ0615 -    6.  Clear concise complete communication...... ref OF 5 1218
CZ0617 -         ..
CZ0618 -    7.  Knowledge Space Documents linked
CZ0619 -        to history and analysis................... ref OF 5 1107
CZ0621 -         ..
CZ0622 -    8.  Debug management quality control.......... ref OF 5 1108
CZ0623 -
CZ0624 -
CZ0625 -
CZ0626 -
CZ0627 -
CZ07 -

SUBJECTS
Innovation Knowledge Management Education Experience Mentoring Exper

DG03 -
DG0401 -  ..
DG0402 - Innovation Education Experience Experimenting KM Deliverables
DG0403 - Practices Knowledge Management Education Mentoring for Innovation
DG0404 - Education Experimenting KM Practice Investing to Improve Human Capital
DG0405 -
DG0406 - Prusak's article continues...
DG0407 -
DG0408 -    9.  Human capital approach has a strong and well-known theoretical
DG0409 -        base that recognizes financial advantages of investing in
DG0410 -        individuals, mainly through education and training.  This kind
DG0411 -        of investment has a higher return rate (in the form of higher
DG0412 -        worker productivity, skills development, innovative capacity,
DG0413 -        and ease of labor mobility) than many or all other options.
DG0414 -        ref OF 18 03A2
DG0416 -  ..
DG0417 - Experimenting is another form of investing in continual learning and
DG0418 - training.  Grove at Intel promotes this form of Knowledge formation
DG0419 - that gives people experience with new methods, essential for
DG0420 - transformation to a new way of working, reviewed on 980307.
DG0421 - ref SDS 37 3416
DG0423 -  ..
DG0424 - SDS processes augment intelligence to leverage human potential.
DG0425 - ref SDS 0 VC5L
DG0427 -  ..
DG0428 - Tofflers call for continual learning as the core skill that drives
DG0429 - productivity in the 21st century, reviewed on 950911. ref SDS 23 2222
DG0431 -  ..
DG0432 - However, the Toffler's and Friedman cite the tyranny of the status quo
DG0433 - that resists improvement. ref SDS 23 0581  Grove says people like to
DG0434 - work on familiar things in familiar ways, ref SDS 37 3740, and so
DG0435 - getting successful executives to improve the work is like "walking
DG0436 - through the valley of death," reported on 980307. ref SDS 38 1660
DG0437 - Clayton Christenson reports that innovation is therefore hard to
DG0438 - accomplish in established organizations, reported on 990527.
DG0439 - ref SDS 49 KS4O
DG0441 -  ..
DG0442 - Mentoring is an acceptable training method on the job, but investing
DG0443 - in continual learning only occurs through experience of devestating
DG0444 - loss, conflict, crisis, and calamity, or through sending people
DG0445 - outside the organization to get formal education cut off from
DG0446 - experience that makes education useful.
DG0448 -  ..
DG0449 - Prusak's article continues...
DG0450 -
DG0451 -   10.  Ideas about how human capital can be developed to increase
DG0452 -        innovation and productivity are still in the early stages of
DG0453 -        being established in firms.  By definition, human capital
DG0454 -        focuses on the individual, whereas most knowledge management
DG0455 -        work is concerned with groups, communities, and networks.
DG0456 -        Nevertheless, knowledge management builds on human capital
DG0457 -        ideas and has, as one of its tasks, to continue making the
DG0458 -        value of human capital clear to organizational leaders while
DG0459 -        developing tools and techniques for investing and reaping
DG0460 -        benefits from it.  However, it is becoming more concerned with
DG0461 -        group knowledge and the processes of social capital that
DG0462 -        undergird group knowledge. ref OF 18 03C4
DG0464 -  ..
DG0465 - Prusak's paper seems to overlook civilization, culture, family,
DG0466 - education, and experience as established methods of developing "human
DG0467 - capital."
DG0469 -  ..
DG0470 - Prusak paper should cite an instance of "Knowledge Management work"
DG0471 - with examples of work product.  Demonstrate the difference between
DG0472 - "individual" and "group" knowledge and "processes" of "social capital"
DG0473 - cited in the paper.  The cursory examples presented give no hint of
DG0474 - what was done, per above. ref SDS B7 017L
DG0476 -         ..
DG0477 -        [On 040202 innovation is stifled by bureaucracy, ref SDS D1
DG0478 -        MB7K, further noted by Grove and Christenson, per above.
DG0479 -        ref SDS 0 RN3K
DG0480 -
DG0481 -
DG0482 -
DG0483 -
DG05 -

SUBJECTS
Future Knowledge Management Requires Tools Practices Save Time Money

DM03 -
DM0401 -  ..
DM0402 - Past is Prologue Portends Bright Future for Knowledge Management
DM0403 - Future Knowledge Management Requires Tools Practices Save Time Money
DM0404 -
DM0405 - Prusak's article continues...
DM0406 -
DM0407 -   11.  Past and the Future
DM0409 -         ..
DM0410 -        Although this essay is mostly about the origins of knowledge
DM0411 -        management, looking at the past is one good way to try to
DM0412 -        understand something about the future. ref OF 18 W313
DM0414 -  ..
DM0415 - While "Knowledge Management" as a serious business movement seems lost
DM0416 - without a coherent theory and bereft of tools and practices, Prusak's
DM0417 - proposal to rely on knowledge of history, i.e., experience, provides a
DM0418 - powerful, telescopic insight for seeing the future provides a common
DM0419 - sense platform for Knowledge Management when grounded notion of past
DM0420 - is prologue, called out in POIMS. ref OF 5 1112
DM0422 -  ..
DM0423 - Nowhere does the paper discuss chronology, context, connection, nor
DM0424 - the innately human model of thinking through stories, i.e., writing,
DM0425 - called out in POIMS. ref OF 2 3742
DM0427 -  ..
DM0428 - Why, if studying history is a good way to guage the future of
DM0429 - Knowledge Management, as Prusak proposes, isn't this a good Knowledge
DM0430 - Managmeent practice for helping folks exercise judgement and make
DM0431 - decisions about matters that affect productivity, earnings, and stock
DM0432 - prices, along with people's feelings, social this, that, and the
DM0433 - other.  Why does it work for KM, but not for anything else?  Why isn't
DM0434 - this the essence of the KM role?
DM0435 -
DM0436 -
DM0438 -  ..
DM0439 - TQM or Reengineering Future Paths for Knowledge Management
DM0440 -
DM0441 - Prusak's article continues...
DM0442 -
DM0443 -   12.  Knowledge management seems likely to follow one of two future
DM0444 -        paths.  The better one is the direction taken by the quality
DM0445 -        movement.  Its key ideas became so deeply embedded in practices
DM0446 -        and organizational routines that they became more-or-less
DM0447 -        invisible.  The quality movement can boast considerable
DM0448 -        success, saving several firms and industries from being
DM0449 -        replaced by more quality-conscious competitors and contributing
DM0450 -        valuable and sustainable concepts, vocabularies, and work
DM0451 -        processes to the pursuit of organizational effectiveness.  Some
DM0452 -        commentators have assumed that the absence of quality from
DM0453 -        center stage in management discussion suggests its failure; in
DM0454 -        fact, the opposite is true.  People do not talk about it much
DM0455 -        because it is a given, an integral element of organizational
DM0456 -        effectiveness.  Knowledge management may similarly be so
DM0457 -        thoroughly adopted-so much a natural part of how people
DM0458 -        organize work-that it eventually becomes invisible. ref OF 18
DM0459 -        X98N
DM0461 -  ..
DM0462 - Where is evidence of quality management at NASA, the nation's premier
DM0463 - technology organization?  On 921021 JPL program manager said that
DM0464 - accurate communication was a sore subject. ref SDS 9 5692 and,
DM0465 - ref SDS 9 A252  But, the JPL exec further related that after the loss
DM0466 - of the Challenger in 1986, NASA put in place requirements for
DM0467 - extensive documentation to verify accuracy, and this prevented
DM0468 - subsequent disasters. ref SDS 9 4499
DM0469 -
DM0470 -        [On 030201 Columbia Space Shuttle exploded during re-entry from
DM0471 -        a space mission. ref SDS C8 0001
DM0473 -         ..
DM0474 -        [On 030304 warnings of problems issued through email were
DM0475 -        ignored becasue email is informal and emotional. ref SDS C9
DM0476 -        VO92
DM0478 -         ..
DM0479 -        [On 030826 NASA chief Sean O'Keefe said a culture of denial
DM0480 -        forms when people cannot perform requirements for good
DM0481 -        management using popular tools and methods approved by the
DM0482 -        bureaucracy; people ignore requirements as mere suggestions and
DM0483 -        guidelines, rather than experiment to discover tools and
DM0484 -        methods for meeting requirements in less time and for less
DM0485 -        cost, because people are afraid to notify management that
DM0486 -        requirements are not being met; when procedures for improvement
DM0487 -        require many to say yes, and only one person can say no, most
DM0488 -        everybody gives up. ref SDS D0 8K4G
DM0489 -
DM0490 -
DM0492 -  ..
DM0493 - Knowledge Management Meaningless Marketing Hype to Selling Anything
DM0494 - Reengineering Hijacked by Opportunists Path of Knowledge Management
DM0495 -
DM0496 - Prusak's article continues...
DM0497 -
DM0498 -   13.  A less appealing path would be similar to the one taken by
DM0499 -        re-engineering.  While the re-engineering movement began with
DM0500 -        viable and valuable intentions, it was quickly hijacked by a
DM0501 -        host of opportunists.  It became a byword for a crude,
DM0502 -        reductionist downsizing that has created no permanent value to
DM0503 -        organizations and in fact did a lot of harm.  As a result, the
DM0504 -        practical legacy of re-engineering is almost nil.  In fact,
DM0505 -        some of the good ideas that re-engineering advanced have been
DM0506 -        unfairly discredited by their association with what
DM0507 -        re-engineering became.  The same thing could happen to
DM0508 -        knowledge management.
DM0510 -  ..
DM0511 - Prusak is warning that since Knowledge Management is not easy to
DM0512 - define nor measure performance, ref SDS 0 8J8F, KM could become merely
DM0513 - a meaningless, misleading cliche of empty rhetoric for selling tickets
DM0514 - to seminars, cited in the beginning of the paper. ref SDS B7 SZ7O
DM0516 -  ..
DM0517 - Research yielded article by Fahey and Prusak listing 7 deadly sins of
DM0518 - Knowledge Management, beginning with failing to define scope, tools,
DM0519 - practices, and deliverables. ref SDS B7 CQ5M
DM0520 -
DM0521 -
DM0522 -
DM0523 -
DM0524 -
DM0525 -
DM0526 -
DM0527 -
DM06 -