THE WELCH COMPANY
440 Davis Court #1602
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rodwelch@pacbell.net


S U M M A R Y


DIARY: November 2, 2001 10:25 AM Friday; Rod Welch

Out of the box thinking in "box" of Knowledge Management...part #2.

1...Summary/Objective
2...Learning from Experience through Due Diligence Organizational Memory
3...Diligence Organizational Memory Empowers Improvement from Experience
4...Capturing Accurate Record 1st Step Knowledge Management
5...Accuracy Improved Writing Reduces Mistakes Increase Productivity
6...Organizational Memory Traditional Methods Capture Accurate Record
7...Making Sense Narrative Explains Complex Events Discover Understanding
8...Captain's Log Test Flight Report Surveryor Journal Construction Diary
9...Information Management Traditional Documentation Organizational Memory
10...Knowledge Management Examples Need Examples of Work Product
11...Experience Grows Knowledge Improve Productivity Work Efficiently
12...Nobel Prize for Book Reporting People Learn from Experience
13...Learning Organization to Improve Productivity Drives KM
14...Economic Improvement Incentive for KM to Improve Learning
15...Efficiency Productivity Knowledge Management Continual Learning
16...Knowledge Management Applies Learning to Save Lives Time Money
17...Learning Residual of Knowledge Management from Organizational Memory
18...Metrics Knowledge Management Economic Units Rework Mistakes
19...Economic Benefits KM Requires Units of Measure Calculations
20...Rework Reducing Mistakes Measured from Connections
21...Measurement Challenge of Knowledge Management and Learning
22...Silence Golden Socialization Avoids Disruption Fear Responsibility
23...Sociology Platform for Knowledge Formation Leveraged by Management
24...Networks Communities Units of Analysis for Knowledge Management
25...Knowledge Management Dilemmas for Sociology to Address
26...Philosophy Psychology Knowledge Explicit Study Implicit Experience
27...Information Technology Efficiency Store Move Connect Bits Bytes Data
28...Information Management Makes IT Useful in Stories and Calculations
29...Documents Messages Data Valuation Governance Information Management
30...Information Management Established Knowledge Applied by Technology
31...Knowledge Management Makes Information Useful for Decision Support
32...Established Knowledge Applied Technology Yields Information Management
33...Tacit Implicit Knowledge Converted into Explicit Knowledge with Writing
34...Conversation Transfers Knowledge through Storytelling
35...Storytelling Connects Experience Objectives Values Lessons Learned
36...Knowledge Management Forms Emergent Knowledge Experience with Stories
........Plumbing Repairs Conversation Telling Stories to Expedite
........Conversational Storytelling Knowledge Management 21st Century
........Storytelling Passport to 21st Century Plumbing Repairs
........Knowledge Management Conversation Coffee for Plumbing Repairs
37...Knowledge Definition Steve Denning Management Consultant Storytelling
38...Storytelling Knowledge Definition Steve Denning Management Consultant
............Knowledge is defined....
39...Canterbury Tales Classical Example Knowledge Management Just Talking
40...Just Talking Better Knowledge Management than Reading Specifications
41...Specifications Ignored Build the Job with Conversation Tell Stories
42...Storytelling Equipment Repair Based Conversation Not Specifications
........Copy Machine Repairs Conversation Telling Stories to Expedite
........Conversation Storytelling Only Knowledge Management Process
................Conversation Biological Drive to Rely on Talking
................Cognitive Overhead Reduced by Conversation Fast Easy
....................What's the story...
43...Processes Intelligence Communication Metrics Quality for Management
44...Quality Control Knowledge Management Borrowed and Enabled by SDS
45...Knowledge Management Not Easily Defined nor Measured Lacks Substance
46...Communication Metrics Measure Knowledge Management Processes
47...Measurement of Knowledge Management Evaluates Risk Intelligence Index
48...Knowledge Management Processes Defined by SDS Design and Practice
49...SDS Supports Knowledge Management Processes with Measurements
50...Processes SDS Design Communication Metrics Define Knowledge Management
51...Innovation Education Experience Experimenting KM Deliverables
52...Practices Knowledge Management Education Mentoring for Innovation
53...Education Experimenting KM Practice Investing to Improve Human Capital
54...Past is Prologue Portends Bright Future for Knowledge Management
55...Future Knowledge Management Requires Tools Practices Save Time Money
56...TQM or Reengineering Future Paths for Knowledge Management
57...Knowledge Management Meaningless Marketing Hype to Selling Anything
58...Reengineering Hijacked by Opportunists Path of Knowledge Management


..............
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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''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 -