Saturday, September 21, 2002

Article : Determining the Accurate Scope of Your Change Effort : "How you define the scope of your change effort will determine what you will pay attention to and include in your change plans. One of the most common mistakes leaders make in change is to misdiagnose its scope, typically defining it too narrowly. When this happens, events inevitably occur that are beyond the leader’s field of view, creating all kinds of costly oversights. If your scope is not accurate, you may miss key opportunities for getting the change to happen, or expend effort and resources on the wrong things. An accurate scope enables you to correctly identify the breadth and depth of the changes required, so you can develop focused plans for accomplishing them … How do you accurately identify your scope? There are a number of things to consider, including your drivers of change, your desired outcomes for the effort, the target audiences of the change, your project community (i.e., stakeholders), and your key initiatives. If you have not already identified these, go to the Change Tools for each of them to generate the necessary information … This tool adds some important information to accurately determining the scope of your change effort—an ‘Initial Impact Analysis’—which you will find below. This assessment helps identify which aspects of your organization will be impacted by your desired outcomes or the actions required to make your change effort happen, and therefore require attention in your change strategy … When you actually design your future state, the actual impacts of your change will become crystal clear. However, you must estimate your scope (and therefore your impacts) long before you complete the actual design of your future state. So, this initial impact analysis provides you invaluable guidance."
* Located in the ‘Free Resources’ section (on the right side of the web page)
* Downloadable as a 7-page, 247 KB PDF file
* Go to Determining the Accurate Scope of Your Change Effort, published by Being First, Inc.
Article : Optimization of Information to Improve Decision Making in Government - The Information Value Chain Way : By Maria T. Gresham and Jeremy Andrulis - "Government leaders face a wide spectrum of strategic pressures. A balance must exist between long-term economic and social development, while filling near-term community and citizen needs. Seamless, personalized government services are demanded along with supporting information privacy and enhanced security features. Operational pressures to maintain public assets and infrastructure efficiently must coexist with the loss of skilled human resources and heightened demands for convenient and quick services. Information lies at the nexus of these decisions. More specifically, having the right information at the right time to make the right decision is essential."
* Downloadable as a 19-page, 427 KB PDF file
* Go to Optimization of Information to Improve Decision Making in Government, published by IBM
Report (Free Executive Summary) : Market Analysis of the 2002 US E-Learning Industry : By Sam S. Adkins; Published October 2001 - "This report is the first in a new series of reports focusing on important developments occurring in the rapidly changing e-Learning industry … Previously concentrated in just the corporate enterprise and government sectors, e-Learning is now spreading across all the market sectors. New competitors are entering the market, and the shape of next-generation products is unfolding now … We've compiled this report as a high level view of the market, in the hopes of providing a perspective on the rapid pace of change and consolidation that is occurring in an industry context. Written by Sam Adkins, a former Microsoft e-Learning business development manager, this report provides an incisive and detailed analysis of the current e-Learning market, with revenue and market forecast projections through 2011."
* Downloadable as an 8-page, 95 KB PDF file
* Go to Market Analysis of the 2002 US E-Learning Industry
Conference (Paper) : Exploring Knowledge Sharing in Distributed Organisations - Report on Research in Progress : By Hazel Hall; Presented September 2002 - "Published academic research and reported practice in the professional press indicate that social capital is a driver of knowledge management. This paper reports on progress to date on part of a project that examines the role of social capital in knowledge management work. The case explored is a large, information intensive organisation that aims to facilitate knowledge sharing through the use of intranet technologies. The theoretical context for the study is set with a discussion of social exchange theory. Initial findings presented here relate to (1) the nature and degree of, (2) barriers to, and (3) the role of rewards in knowledge sharing in the case study organisation. These are then related to the concepts of the knowledge market and exchanges."
* Located in the ‘Journal, Book and Conference Publications’ section
* Downloadable as a 6-page, 24 KB PDF file
* Go to Exploring Knowledge Sharing in Distributed Organisations
*NOTE: There are a number of other interesting KM articles available
Tool (Visualization) : Enhanced Thumbnails : "is a proprietary visualization technique that makes it easier to find relevant content quickly within documents and document collections
* Possible applications:
- Database browsers
- Content and document management portals
- Search engines
- Web or file browsers
- Code development environments
- Any document viewing or processing system …
* Benefits include:
- Intuitive: Enables quick identification of relevant documents based on density, position and relationship of highlighted keywords
- Effective: Requires less effort than browsing through plain text
- Scalable: Applies equally well to finding relevant sections of a single document or rapidly scanning large collections"
* Go to Enhanced Thumbnails, from PARC Solutions
* Source: Originally encountered on the xBlog newsletter

Friday, September 20, 2002

Article : The E-Learning Industry - Retrospect and Prospect : By Barbara K. Beach; Published September 16, 2002 - "The e-learning industry is changing—slowly, deliberately—the way a caterpillar morphs. Looking at the cocoon, industry leaders are hoping for a butterfly. In the meantime, Learning Circuits spoke with a sampling of individuals in the thick of the business to hear their take on trends, the health of the industry during the past year, changes in the marketplace and buyers, and their predictions for the next big thing."
* Go to The E-Learning Industry
Book : Learning at Work - The Learning Organization in Practice : By Brian Blundell, Mike Saunders and Ben Bennett; Published October 2002 - "Building on detailed case studies from a wide range of organizations, the authors demonstrate how the sometimes nebulous concept of the "learning organization" can become a reality. The authors focus on work-based/work-place learning across a "slice" of an organization from top to bottom, illuminating the study with a number of smaller case-studies exploring certain techniques such as secondment and team-based learning. With detailed examples from a diverse range of organizations including the Ministry of Defense, British Airways and a large voluntary/not for profit organization."
* Table of Contents: 1. The Changing nature of learning at work / 2. Integrating learning at Work / 3. Continuous development and lifelong learning / 4. Self-managed learning / 5. Team based learning / 6. Managing the learning process / 7. Coaching and counseling / 8. Mentoring. / 9. Peer learning / 10. Work shadowing and secondment / 11. Work based learning and the information society / 12. Learning and tele-work / 13. Learning in the virtual organization / 14. Learning across cultures / 15. Conclusions, controversies and prospects.
* Go to this book at Amazon
Community : Bath Club (KM) : "the networking opportunity for knowledge and information strategists in the public sector … In April 2002 we organised a CKO Summit for the public sector at Bath Priory. Building on the feedback we have received from the Summit, and conversations with senior players in the field of information and knowledge TFPL are launching a club for people who would find it beneficial to exchange ideas, debate issues and build networks with their peers. The club is for people working in and with the public sector. It is intended for senior practitioners and membership will be by invitation only. Members will receive notification of bi-monthly meetings that will be structured round topics or issues. Each meeting will consist of a short scene setting presentation leading into facilitated discussion and debate, followed by a light supper to enable networking. The initial meetings will be at TFPL offices in London between 1600 and 2000 hours (4pm - 8 pm) … The Bath Club is for KM addicts, aspirants, apostles and agnostics. Some like a quick refreshing shower, some a long soak, others a revitalising Turkish Bath and some communal contemplation. Whatever your KM style we would like the Bath Club to become a vehicle for you all to build your network, share ideas, celebrate success and reflect on problems. And, of course, enjoy each others' company. So ideas for its future are very welcome."
* Go to the Bath Club, hosted by TFPL - who has “gained a reputation for innovation, style and quality in creating new products and services to meet the changing needs of the information and knowledge management market.”
Presentation : Challenges to Middle East and North African Countries from the Knowledge Revolution : By Carl Dahlman - "outlines the main pillars of the knowledge economy and provides an analysis of the challenges the Middle East and North African countries must overcome in order to increase their competitiveness in the global knowledge economy. The presentation was background material for a workshop held in Marseilles, France, September 9-12, 2002."
* Downloadable as a 21-page, 3.0 MB PDF file
* Go to Challenges to Middle East and North African Countries from the Knowledge Revolution
* While you are there, checkout the extensive holdings in the following sections of the Development Gateway sections:
- Country Knowledge Strategies
- E-Learning
- E-Government
- E-Readiness Assessments
- Glocalization
- ICT Policy, Laws & Regulations
- Innovation Policy
- Intellectual Property Rights
- Knowledge Economy
- Lifelong Learning, and more
Tool (Digital Writing) : Logitech io – Personal Digital Pen : Announced September 18, 2002 - "the pen that remembers everything you write … With the Logitech io pen, users can easily share, store, organize and retrieve their handwritten information by simply writing with ink on paper the way they have for thousands of years. An optical sensor embedded in the pen captures the handwritten images, storing up to 40 pages in memory. This captured digital information can then be transferred into the PC by synching the pen via a USB cradle. The Logitech® io™ solution offers total mobility, since all that is necessary to carry is the pen and a digital paper notebook … Available in November in the U.S. and select countries in Europe, the Logitech io uses functionality developed by Anoto, a company whose pen-and-paper technology is emerging as a new standard for digital writing. The pen itself is the key component of an ecosystem that includes leading paper manufacturers—Mead Cambridge Notebooks from MeadWestvaco, Post-it® Notes from 3M and productivity tools from FranklinCovey® in the U.S., and the Groupe Hamelin in Europe—combined with Logitech's proprietary software."
* Go to Logitech io
* Source: Originally encountered on the ia/ new for information architects weblog

Thursday, September 19, 2002

Article : Civility At Work - 20 Ways to Build a Kinder Workplace : By Tom Terez - "It's not always easy being nice. There are deadlines to meet, conflicts to settle, resources to share, promotions to snag -- all of which can pit people against each other. What to do? Here are 20 practical ideas. If you believe that workplaces work better when people get along, scan this list and start living it."
* Go to Civility At Work
Book : Minds at Work - Leveraging the Power of Organizational Intelligence : By Karl Albrecht; Published in September - "Organizational intelligence, or ‘OI,’ is the capacity of an enterprise to mobilize and focus its collective brain power toward its mission. Without that ability, dysfunction reigns. Minds at Work reveals how the smartest (and dumbest) organizations function, and how executives and managers can make their own departments and companies work more intelligently. Drawing on the author's more than 25 years' experience as a management consultant, this incisive book identifies some 17 syndromes of organizational dysfunction, all the way from ‘Attention Deficit Disorder’ to ‘The Welfare State,’ and explains the critical concept of entropy-energy lost to conflict, alienation, weak leadership, and countless other pernicious forces. Also revealed are the 7 Components of an Intelligent Organization. Albrecht offers valuable insights gained from working with leaders at hundreds of organizations all over the world. Packed with his insightful case examples, stories, and personal experiences, Minds at Work provides a practical framework for defining, assessing, and developing the collective intelligence of any enterprise."
* Table of Contents: Chapter 1: Albrecht's Law / Chapter 2: Learned Incapacity: How People Collude to Fail / Chapter 3: What is Organizational Intelligence? / Chapter 4: Strategic Vision: Every Enterprise Needs a Theory / Chapter 5: Shared Fate: The Holodynamic Organization / Chapter 6: Appetite for Change: Planned Abandonment / Chapter 7: Heart: Earning the Discretionary Energy / Chapter 8: Aligment and Congruence: Eliminating the Contradictions / Chapter 9: Knowledge Deployment: The Hive-Mind / Chapter 10: Performance Pressure: Leadership with Purpose / Chapter 11: Facing the Challenge / Chapter 12: Psychotherapy for the Enterprise
* Go to this book at Amazon or Barnes & Noble
Think Tank : The Wireless Internet Institute (W2I) : "The international think tank where executives explore wireless internet technologies, best practices and sustainable implementation models"
* Content is organized into the following sections: Advisory Board, Industry Highlights Archive, Programs and Useful Industry Links
* Go to The Wireless Internet Institute
Survey (Results) : US Workers Feel Pride in Jobs, Organizations, but Don’t Trust Management : Published August 29, 2002 - "A new study from Mercer Human Resource Consulting confirms what many people already suspect: US workers’ trust in management is low … According to Mercer’s 2002 People at Work Survey, which surveyed a representative sample of nearly 2,600 US workers, only 34% agreed with the statement, ‘I can trust management in my organization to always communicate honestly’. Four in 10 (42%) disagreed, and the rest (24%) gave a neutral response. Even among senior managers, just 60% agreed. In addition: When asked whether they believe their organization as a whole is well managed, just 40% said yes. One-third (33%) said no and the remainder (27%) gave a neutral response. Only 66% of senior managers agreed that their organization is well managed … When asked whether managers in their organization demonstrate concern for the well being of employees, just 50% of the respondents said yes. One-quarter (26%) said no and the remainder (24%) gave a neutral response … ‘Given all that’s happened in the last year, with the decline of the economy and the outbreak of corporate scandals, it’s understandable that employees express little confidence and trust in management’, says Rod Fralicx, PhD, Mercer’s global employee research director. ‘What’s interesting, though, is that employees don’t necessarily express the same feelings about their overall organization or their specific job. They clearly are making a distinction here’ … ‘Employees’ position in the organization obviously has a major impact on how they view the organization and its strengths and weaknesses’, Dr. Fralicx says. ‘From the perspective of the average worker, senior management is out of touch with the realities of the workplace and views the organization with rose-colored glasses’. This is not an unexpected finding, he notes, although the gap between senior management and non-management varies significantly from one organization to the next. ‘What’s critical is whether organizations are managing their people in a way that is closing or expanding this gap’, Dr. Fralicx adds."
* Go to US Workers Feel Pride in Jobs, Organizations, but Don’t Trust Management
* Source: Originally encountered on the Better Workplace Now newsletter

Wednesday, September 18, 2002

Article : Knowledge Management in Instructional Design : By J. Michael Spector and Gerald S. Edmonds - "Instructional designers engage in activities related to the planning and implementation of instructional and performance support solutions. Available tools and technologies influence the way in which instructional designers accomplish their tasks. Knowledge management represents a technology that is changing how instructional design professionals work. This article will review what instructional designers do, describe knowledge management, and indicate how knowledge management is influencing instructional design."
* Go to Knowledge Management in Instructional Design, published in the September 2002 edition of ERIC Digest
Community : Theme-based Community : "In October 2002 knowledgeboard.com is going to concentrate on the first of several monthly changing themes. Online and offline workshops, discussion forums, surveys and interviews will be dedicated to a specific topic which is for October 2002 ‘What type of business problems can you solve with KM?’ … Themes are characterised by: Awareness raising for specific topics, namely themes; facilitating and stimulating of these themes inside of the European KM community; Networking of people and entities inside of the KM community dedicated to a particular theme; Knowledge sharing between all people and organisations being part of the European KM community as a major point of interest; Synthesising of results coming out of discussions, events and related activities; Evaluating impact of all the above mentioned to improve the approach in a holistic manner … The first theme taking place from 30.09.-25.10.02 will tackle the question ‘What type of business problems can you solve with KM?’. Highlights of this month will be a workshop at Siemens in Munich (see the article on this as well) and one in Prague at the eBusiness and eWork 2002 conference (to be confirmed), weekly keynote presentations by well known companies like BT, and interviews with knowledge managers of European enterprises. A rough agenda is already available (come back at 30 September for detailed information)"
* Go to the Theme-based Community, on Knowledge Board
Conference (Proceedings) : 14th Annual Instructional Technology Institute :
Held August 27 – 30, 2002 - "Each year, the Utah State University Department of Instructional Technology expands its technology horizons by hosting an internationally attended Instructional Technology Institute … The institute provides opportunities for these researchers and practitioners to exchange knowledge and pursue joint research and business ventures."
* A sampling of presentations:
- The Evolution of an Open Knowledge Management and E-learning Toolkit: Eclass, by Kelvin Olliver and William E. Bertrand
- Modeling Your World, by Steve Stevenson, David Joiner and Bethany Hudnutt
- Innovations in E-Learning: e-Simulations, Shootouts, LCMS and Learning Objects, by Bryan Chapman
- The Business of Training: From Strategic Impact to ROI, by Jim L'Allier and David Merrill
- Unlocking Learner Preferences, by Joanne Bentley
* Presentations are downloadable in PowerPoint or PDF format
* Go to the 14th Annual Instructional Technology Institute
* Source: Originally encountered on the Learning Circuits weblog
eZine (Special Edition) : Outlook – Reality Online - The Business Impact of a Virtual World : Published September 2002 - "The focus of eCommerce, at least at the outset, was on automating tasks that could be done while the customer was sitting at a computer. Although all this has been important, even revolutionary, it involves only the relatively small transactional aspect of business. The reach and impact of eCommerce will continue to be limited until it includes the real world of tangible bodies and physical assets, where business gets done and costs are incurred … Important changes are already in play to make this happen. What Accenture has dubbed ‘silent commerce’ is broadening the definition of eCommerce … The use of ever more powerful, increasingly minuscule and incredibly cheap sensors will make it possible for essentially any object or venue to be ‘smart’ and interactive, making commerce more ubiquitous than ever. Web services will expand the potential of computers by enabling them to communicate more readily using open-standard networks and protocols ... Soon, not only everyone but everything will be interconnected. People will no longer talk about ‘going online,’ because reality itself will be online; in the future, people may no longer talk about ‘surfing the Net’ but instead refer to ‘surfing reality.’ … What does this mean? What we’re calling ‘reality online’ goes beyond the idea of ‘virtual reality,’ which is basically a realistic but computer-generated world. It means that a number of technologies, working together, will replicate, reflect and enhance the physical world in which we live and move, a world in which businesses make, distribute, offer, and sell or provide their products and services—a world captured in context and in real time … ‘In context’ means that dispersed information will be organized around a specific individual, venue or object, making it possible to see and understand, so to speak, that person, place or thing. ‘Real time’ means that the information will be updated almost continuously. Furthermore, it will be displayed, shared and used in ways that not only make it meaningful but also make it actionable, thus giving it the potential for real impact … Reality online will make it possible for a company to optimize the use of its physical assets, and hence its operations, and run the business not only differently but far more effectively. It will enable a company to define, understand and serve its customers in new ways; to operate on the basis of up-to-the-minute information; and, ultimately, to anticipate and respond to the future … In short, reality online will bring every aspect of business into the realm of eCommerce—completing the revolution." Read online or download the 2.5 MB PDF file
* Go to Outlook – Reality Online, from Accenture
Research (Report) : WorkUSA® 2002 - Weathering the Storm - A Study of Employee Attitudes and Opinions : "Corporate America has a problem … Unless it can resolve the crisis of confidence among its employees, it has no hope of restoring the trust and confidence of investors that are so critical in these economic times. And if a company can't win its employees’ trust, how can it expect to win the trust of investors? Employees are, after all, companies’ most visible ambassadors to the outside world … The crisis in confidence is not surprising given the economic instability of the past several years and the rash of corporate scandals. Layoffs, pay freezes, forced vacations, accounting scandals, insider trading, rising health care costs, reduced benefits, underwater stock options and relentless change have shaken both employees’ and investors’ faith in the ability of companies to thrive. New data from the Watson Wyatt WorkUSA® 2002 study underscore the severity of the problem. According to the study, a majority of U.S. employees: lack confidence in senior management at their companies; are unclear about the link between their jobs and their companies’ objectives; rate their companies poorly when it comes to managing business change … No company can afford to ignore these issues. Three-year total returns to shareholders (TRS) rates are significantly higher at companies with high trust levels, clear linkages between jobs and objectives, and employees who believe the company manages change well. Consequently, failure to address the confidence problem may result in lower shareholder returns — an untenable outcome for companies struggling to improve investor relationships … The WorkUSA® 2002 study results provide companies with a blueprint for responding to this crisis in confidence. To restore employee trust, the first step is knowing — and understanding — exactly what employees think. Armed with this information, companies can work to restore the employee — and investor — confidence necessary to successfully compete in an uncertain economic environment."
* Go to WorkUSA® 2002

Tuesday, September 17, 2002

Article : Critical Success Factors of Knowledge Management : By Farida Hasanali; Published September 2002 - "Using the lessons learned from early adopters, many organizations have effectively provided their employees with the tools they need for managing and sharing knowledge. Yet, it is easy to forget to account for certain critical elements that enable knowledge sharing … An elementary success factor of knowledge management (KM) is to have a common understanding of the terms ‘knowledge management’ and ‘knowledge sharing’ and how they apply to your situation and needs. Some organizations choose not to use these terms at all because they are not accepted within the culture. By recognizing this fact, an organization is actually adhering to a critical success factor of KM: listen to your employees and customers … Some inherent critical success factors are built into the definition. KM is a set of strategies and approaches, which denotes a definite structure or a way to do things. Another critical piece of this definition is that this approach enables the flow of information to the right person at the right time; otherwise, an organization would be managing its knowledge just for the sake of managing it and not to create value. That brings us to the most critical aspect of this definition: creating more value for the enterprise. The most elaborate knowledge-sharing procedures will not help if the knowledge shared within an organization does not enable its recipient(s) to create value, be it through increased revenue or time or cost savings … The success of a KM initiative depends on many factors, some within our control, some not. Typically, critical success factors can be categorized into five primary categories: 1. leadership; 2. culture; 3. structure, roles, and responsibilities; 4. information technology infrastructure; and 5. measurement."
* Go to Critical Success Factors of Knowledge Management, published by the American Productivity & Quality Center
* While you are there, checkout ‘Measuring the Impact of KM
Article : The Uber Mentor : "If you needed life-changing advice and could make only one phone call, who would be on the other end? For some, the answer is Peter Drucker … There are personal mentors -- the peer in your networking group, your old partner, your dad. And then there is Peter F. Drucker … The 92-year-old author is far more than the grand master of management theory. For a fortunate, surprisingly large club, he has been the single most lucid, eloquent, and encouraging force in their lives. Consider Peter Drucker the North Star of mentors. The rest are only streetlights … Drucker, however, would probably prefer to be likened to that functional floodlight than to anything remotely celestial. According to his friends, the erudite scholar is almost shockingly down-to-earth … Drucker's generosity of spirit and his accessibility have surprised the raft of executives who have sought his counsel over the years. Bob Buford, a philanthropist and author living in Dallas, tells a story about how, at Drucker's 80th birthday party, a line of people went to the podium to talk about their relationship with him. ‘All of us had the same story,’ Buford says. ‘We all had wanted to talk to Peter because we knew he was the wisest man alive. And we were all scared to death to talk to him because he's this figure on Mount Rushmore. So all of us plotted, planned, and found an excuse to talk to him, and all of us found him incredibly accessible, incredibly gracious as a human being, and very focused and responsive to our issues’ … What is it, exactly, that makes Peter Drucker such an effective mentor? He himself won't say. ‘I never talk about [the people I advise], let alone about my relationship with them,’ he told us. ‘You have to talk to them.’ … And so we did. Here are three of their stories. Contained in them are clues about how an expert mentor operates -- and how to get the most from a mentor when you find one."
* Go to The Uber Mentor, published in the September edition of Inc. Magazine
* While you are there, checkout Inc.’s Guide: Finding a Mentor
* You may also be interested in the Peter F. Drucker Foundation for Nonprofit Management
Book : Knowledge Management Case Book - Siemens Best Practises : Edited by by Thomas H. Davenport, Gilbert J. B. Probst and Heinrich von Pierer; Published June 2002 - "The Knowledge Management Case Book clearly illustrates how knowledge sharing can begin either as a bottom-up or as a top down activity. This book was developed through collective efforts of Siemens employees working together with external 'case coaches' who acted as 'devil's advocates' in conceptualizing and writing cases. This book offers concrete case-based ideas on how Siemens is promoting and optimizing knowledge utilization on a worldwide basis. It is written in a very understandable, narrative style, and organized into five sections that flow well together. These sections offer case studies of knowledge transfer, communities of practice, added-value of knowledge management, measuring KM, and an epilogue written by Gilbert Probst. As Gilbert Probst states in his epilogue, this book is a kind of knowledge tool itself and has offers the reader many practical examples of KM in practice … Part I of the book offers the reader cases addressing the fundamental issues of knowledge transfer, critical success factors, underlying principles, descriptions of know-how exchange, lowering knowledge-sharing barriers, KM strategies, and it addresses the need to weave best practices into the day-to-day work that everyone does. Part II is focused on communities of practice -- one of the major driving forces of KM. Its cases explain the challenges of set-up, implementation, coordination and the support required for managers and teams to systematize KM practices. Part III illustrates the added value of KM in innovative arenas such as neurological-disease centers, knowledge intensive medical solutions and services, mergers and acquisitions, or corporate learning programs. Part IV examines quantifiable measures of KM as a critical basis for developing incentives for stimulating knowledge sharing and networking. It suggests ways in which results can be promoted, and discusses the intersection of KM and e-business, incorporating knowledge from outside corporate boundaries with organizational knowledge … Gilbert Probst proposes that the very process of case writing is instrumental in managing knowledge and reflecting on the process. Thus, according to Probst, the case method used in this book offers an excellent example of a knowledge-sharing tool. Each case is presented as an independent study. They can be read in any order. The consistent emphasis throughout the book is placed on an ongoing balance of identifying what knowledge is most relevant to the interests of managers, and illustrating how to transfer it. I really enjoyed reading this this book. I consider it a treasure trove of ideas on how to use an organization's best knowledge practices. [Reviewed by Karen Takle Quinn]"
* Go to this book at Amazon, Barnes & Noble or Indigo
Community : Knowledge Systems MetaCommunity : "a group of entities interested in the development of knowledge systems. We have a common vision in the emergence of a global consciousness to which we deliberately and systematically contribute in management of knowledge systems practice. This group is made up of entities formed throughout the life of the Center of Knowledge Systems (Community of Knowledge Systems), as well as those external organizations with which individuals from our community have constructive and significant relationships … Mission - To leverage the valued creation capability of individuals and organizations through the research, design, implementation and learning of knowledge systems … Vision - The emergence of a Global Consciousness to which we had systematically and deliberately contributed through our knowledge management practices."
* NOTE: Some content is presented in Spanish
* Go to Knowledge Systems MetaCommunity
Resource : Workplace Literacy Central : "a free resource with information, tools and advice for Canadian organizations and employers who want to raise literacy and basic skill levels in the workplace … As an employer, you may be facing a widening gap between the literacy and basic skill levels of your workers and those needed to maintain competitiveness. Employers gain a host of bottom line and other benefits as a result of improving their workers’ literacy and basic skills, including increased output of products and services and higher profits … Use the buttons on the left or the links below to: See the top training challenges faced by Canadian employers; Find the best training solution for your organization and workers; Search for local or national training resources and information; Compare Canadian best practice models of workplace literacy programs; Create solutions for special business situations; Understand the benefits of workplace literacy training; Define workplace literacy and basic skills; Refer to related links"
* Go to Workplace Literacy Central, developed by the Conference Board of Canada with funding from the National Literacy Secretariat of Human Resources Development Canada

Monday, September 16, 2002

Article : Creative Space : By Peter Lloyd; Updated July 2002 - "Asked to decide what they need in order to perform more creatively, employee teams invariably include at the top of their list a stimulating space devoted to creative work. Allowed to design and furnish their own creative space, they also make excellent choices — choices confirmed by those who have designed successful creative spaces … Yes, I mean to suggest that if want to make space for creative work, the collective wisdom within your organization already knows pretty well what you need. This article, however, will help you employ that wisdom, avoid a number of pitfalls, and save valuable time, which we all know is money … Why creative space? … The following paradox can confound your attempts to plan creative space: If your company already enjoys a thriving creative culture, you really don’t need a special place to do creative work. If, on the other hand, creativity is not an integral part of your culture, a creative workspace will do little to make your organization more creative … Regarding the first part of the paradox, any place in which a truly creative organization works already amounts to a creative work space. Fortunately the "spaces" they spontaneously create when they put their heads together make excellent models for the brick-and-mortar space you may want to construct. So why tamper with a good thing? … A specific creative space within an already thriving creative shop can do more than provide a defined area in which to perform creative work. A well-designed space can increase motivation, facilitate communication, expand interest in creativity beyond a creative department, crank up the creative tempo, showcase your company’s commitment to creativity, entertain and inspire your clients, garner publicity around your creative mystique… There’s really no end to the benefits you can gain if you go at it with your best creative attitude … As for the second part of the paradox, there’s little use building or even setting aside a place for creativity if your people do not feel authorized to innovate. The most stimulating creative workspace, no matter how creatively designed and appointed, will be made a mockery within a creatively stifling organization. However, one of the best ways to begin developing a creative culture is to literally make room for creativity, as long as you keep in mind that a creative space is not the solution but simply a step in the right direction … Any organization can benefit from any step in the direction of fostering creativity. If your company percolates with creativity, you can gain workspace efficiencies and turn up the creative"
* Go to Creative Space, published on GoCreate.com
* Source: Originally encountered on the Innovation weblog
Article : Digital Leakage - A Crisis of Confidentiality? : By Martin Lambert; Published September 15, 2002 - "With corporate America already reeling from a crisis of confidence, can it afford the crisis of confidentiality known as digital leakage? Digital leakage is the easy and untraceable unauthorized redistribution of confidential corporate information from computers … Consider the American Heritage Dictionary definition of the word “confidence”: 1. Trust or faith in a person or thing; 2. A trusting relationship: I took them into my confidence … The first connotation is that confidence means trust, which can be placed in a person or an organization. The second connotation is that the essence of that trust is that the person or organization can be entrusted with confidential information, which is then called a confidence. Confidence and confidentiality are intimately intertwined … As recent events show all too clearly, confidence and confidentiality are also closely intertwined within the foundations of commerce. Confidence in corporations, corporate practices, and regulatory frameworks is essential to healthy commerce. But confidentiality is a double-edged sword. Too little confidentiality and insider information gets into the wrong hands, disadvantaging shareholders and making it impossible for corporations to compete effectively and protect trade secrets and privileged customer information. Too much confidentiality and people are left wondering where billions of dollars have flown … Unfortunately, the two most significant technological advances of the past twenty years, the personal computer and the Internet, which jointly fueled the stock market boom of the 1990s, are also fueling a crisis in confidentiality known as digital leakage. The PC has made all information digital and the Internet has made that digital information available to everyone. This ought to be wonderful, but it’s also a major problem when that digital information is either commercially confidential or valuable … In the publishing world, digital leakage is manifest in the exponential redistribution of copyrighted music and video through peer-to-peer networks, which the music industry blames for a downturn in CD sales in the past year. Already, the movie and television industries have launched an intensive lobbying campaign in the U.S. Congress to prevent users from copying and distributing copyrighted movies and television programs … The real threat from digital leakage, though, is the critical confidential information that millions of companies have spread over PCs, servers, intranets, and extranets — all within a mouse click of a damaging or embarrassing leak to competitors or the media. A quick search on the Google search engine or through Web archives of digital leakage stories shows the massive scale of the problem, including events like the premature leaks of financial results that contributed to wild swings in the share prices of companies such as Cisco Systems and Ericsson."
* Go to Digital Leakage - A Crisis of Confidentiality?, from ITAudit
Article : Encouraging Knowledge Sharing : By May Yap and Alan Fan; Published September 9, 2002 - "In the last decade, the focus of business competitiveness has shifted from traditional assets to intellectual assets. Ease of information access, increase in workforce mobility and the need for innovation has edged knowledge management (KM) to the top of the agenda … Substantial resources (both in terms of monetary values and manpower) have been spent in the pursuit of initiatives to unlock the economic value of knowledge within organisations. About three-quarters of the world’s corporate market value now reside in these intellectual resources."
* Go to Encouraging Knowledge Sharing, from The Edge Daily
Report : The Internet Goes to College - How Students are Living in the Future with Today's Technology : Published September 15, 2002 - "College students are early adopters and heavy users of the Internet … College students are heavy users of the Internet compared to the general population. Use of the Internet is a part of college students’ daily routine, in part because they have grown up with computers. It is integrated into their daily communication habits and has become a technology as ordinary as the telephone or television … One-fifth (20%) of today’s college students began using computers between the ages of 5 and 8. By the time they were 16 to 18 years old all of today’s current college students had begun using computers – and the Internet was a commonplace in the world in which they lived. Eighty-six percent of college students have gone online, compared with 59% of the general population. College students are frequently looking for email, with 72% checking email at least once a day. About half (49%) first began using the Internet in college; half (47%) first began using it at home before they arrived at college. The great majority (85%) of college students own their own computer, and two-thirds (66%) use at least two email addresses. Seventy-eight percent of college Internet users say that at one time or another they have gone online just to browse for fun, compared to 64% of all Internet users. College Internet users are twice as likely to have ever downloaded music files when compared to all Internet users: 60% of college Internet users have done so compared to 28% of the overall population. College Internet users are twice as likely to use instant messaging on any given day compared to the average Internet user. On a typical day, 26% of college students use IM; 12% of other Internet users are using IM on an average day … College students say the Internet has enhanced their education … Internet use is a staple of college students’ educational experience. They use the Internet to communicate with professors and classmates, to do research, and to access library materials. For most college students the Internet is a functional tool, one that has greatly changed the way they interact with others and with information as they go about their studies … Nearly four-fifths of college students (79%) agree that Internet use has had a positive impact on their college academic experience. Almost half (46%) of college students agree that email enables them to express ideas to a professor that they would not have expressed in class, but, some interactions are still primarily face-to-face: Only 19% of students said they communicate more with their professors via email than they do face-to-face. Nearly three-quarters (73%) of college students say they use the Internet more than the library, while only 9% said they use the library more than the Internet for information searching. About half of all college students (48%) are required to use the Internet to contact other students in at least some of their classes. Two-thirds (68%) of college students reported subscribing to one or more academic-oriented mailing lists that relate to their studies. They use these lists to carry on email discussions about topics covered in their classes. More than half (58%) of college students have used email to discuss or find out a grade from an instructor. Nearly two-thirds (65%) of college students who email professors say they report absences via email … College social life has been changed by the Internet … The college experience is not only about learning in the classroom, it is also about encountering new social situations and gaining new social skills. College students use the Internet nearly as much for social communication as they do for their education. But just as they use the Internet to supplement the formal parts of their education, they go online to enhance their social lives. 42% of college students say they use the Internet primarily to communicate socially. Only 10% of college students use the Internet primarily for entertainment. Nearly three-fourths (72%) of college students say most of their online communication is with friends. Over two-thirds (69%) of college students said they are more likely to use the phone than the Internet to communicate socially. But 85% of college students consider the Internet to be an easy and convenient choice for communicating with friends. The most popular online social activity is forwarding messages to friends or family, with 37% of college students reporting doing so. A significant number of college students use publicly accessible computers on campus for social purposes even when they have their own computer at their disposal: 33% find that the majority of their computer use occurs at school and outside their homes or dorm rooms."
* Readable on-line or downloadable as a 22-page, 130 KB PDF file
* Go to The Internet Goes to College, published by Pew Internet & American Life
Webcast (Archived) : Cyberposium 2002 : Held February 2002 - "features over 25 panels on a wide range of topics, organized into six broad topic 'tracks': Telecom & Wirelesss, Emerging Technologies, Entertainment, Information Technologies, Software and Entrepreneurship. These panels will feature representatives from a wide array of leading firms in order to present a balanced, forward-looking outlook on various topics … See the visionary speakers, panels, and how-to sessions! Extensive streaming and text-searchable video is available online … Cyberposium's Visionary Speakers:
- Bruce Claflin, President and CEO, 3Com
- Dean Kamen, Chairman and CEO, Segway, LLC
- Esther Dyson, Chair, EDventure Holdings
- Bob Davis, Founder, Lycos Venture Partner, Highland Capital Partners
- Jack Duffy, Senior Vice President, Corporate Strategy, UPS
- Steven Elterich, President, Fidelity eBusiness
- Bruce Harreld, Senior Vice President, Strategy, IBM
- Frank Moss, Chairman, Bowstreet, Former CEO, Tivoli Systems
- Sharon Whiteley, CEO, Third Age
- Michael Ramsay, Chairman and CEO, TiVo, Inc.
- Matthew Szulik, President and CEO, Red Hat
- Tom Davenport, Director of Accenture Institute for Strategic Change
- Shaygan Kheradpir, Chief Information Officer, Verizon
- Alan Webber, Founding Editor, Fast Company"
* Go to Cyberposium 2002

Sunday, September 15, 2002

Article : Explaining E-Learning to Executives : "Before we examine each element of a business case, consider the format in which you will present your business case. You could present it on a Website, micro CDs, or digicards (see www.caemedia.com). You are pitching e-learning.right? … As you begin to draft your business case, you also will need to develop a strategy for managing changes. Your business case will require various revisions, no doubt, before it's presented to management. Who decides when a change is needed? Who makes the change? What kind of change warrants issuance of a revision number? Do all changes, no matter how minor, call for a new revision number? How are changes tracked? What's the difference between a major and minor change? How are changes made to the case communicated to others? Those are the types of questions you will need to answer as you begin to construct your business case. [excerpted from ‘Selling E-Learning’]"
* Go to Explaining E-Learning to Executives, published in the September issue of Learning Circuits
Article (Short) : From Information Architecture to Knowledge Architecture : By Tom Reamy - "Before we begin to discuss the evolution from IA to KA, we need to spend a little time on what the relationship of information and knowledge is. I recently gleaned a number of definitions of knowledge and came up with the following incomplete list:
* Knowledge is information + meaning.
* Knowledge is information + action.
* Knowledge is organized information.
* Knowledge is applied information.
* Knowledge is understanding patterns.
* Knowledge is information + more complete patterns.
* Knowledge is something that we digest rather than just hold.
* Knowledge is justified true belief.
I'm not going to try to add to the list, but if you examine it, you quickly realize that despite the differences, each statement says pretty much the same thing. There is an intuitive sense that knowledge is broader, deeper, and richer than data or information. In other words, knowledge is information + something. Again, I'm not going to try to define too precisely what that something is except to call the something extra, contexts. So knowledge becomes information + contexts. Which means that knowledge architecture is information architecture plus contexts."
* NOTE: The full article is only available in the print edition
* Go to From Information Architecture to Knowledge Architecture, published in the September/October 2001 edition of Intranet Professional
Article : Knowledge Is Capital! : By Touraj Nasseri; Published September 2002 - "Arguably, the greatest challenge facing individuals and organizations in a knowledge-driven economy is to design, execute and renew a knowledge strategy to gain maximum value from 'the gifts of mind and character'-also known as knowledge capital. The knowledge strategy is crucial to a winning organizational strategy … Knowledge has become the epithet of choice for the age, for the economy and for the enterprise. While some organizational and political leaders adopt and show off the venerable label of knowledge merely for good sound bites and public relations, a fast- growing number of organizations from all economic sectors have focused seriously on knowledge as the most important strategic asset. Since 1998, there has been an annual competition for choosing the world's best knowledge-managed enterprises, and there is now a knowledge hall of fame. This year's list of illustrious winners included the World Bank and several US government departments, as well as major international companies. These companies have significantly outperformed the global 500 Fortune companies on profit and return on capital. So the evidence is mounting that knowledge- management competency pays handsomely."
* Go to Knowledge Is Capital!, published on the Knowledge Sharing Portal of the World Bank Group
Book : Designing Organizations to Create Value - From Strategy to Structure : by Jim Brickley (Editor), Clifford Smith, Jerry Zimmerman and Janice Willett; Published August 2002 - "Business leaders today need more than fads and buzzwords to beat the competition; they need a solid organizational architecture for identifying and resolving the problems that prevent companies from reaching their full potential. Designing Organizations to Create Value outlines just such a framework, providing executives with the tools they need to build a balanced, functional organization­­one that helps ensure the success of the business as it lays the groundwork for increased firm value. This practical, sensible book, based on the author's bestselling college classic, follows a step-by-step process for identifying the critical aspects of an organization's internal structure and taking the appropriate actions to address them and lead the organization to greatness. That process, adaptable to virtually any organization or organizational structure, details: Assignment of decision-making rights; Rewarding individuals; Evaluating performance”
* Go to this book at Amazon, Barnes & Noble or Indigo
Working Paper : A Preliminary Strategy to Develop a Knowledge Economy in European Union Accession Countries : By Kevin Cleaver; Published January 2002 - "This report discusses the implications for the EU Accession countries* of the global revolution in knowledge, and of the development of knowledge economies in the most advanced industrial countries. It provides a very preliminary strategy for the countries to follow in developing knowledge economies, and a preliminary strategy for the World Bank to assist them in this process … A country’s ability to benefit from the knowledge revolution was studied by the World Bank in its 1998 World Development Report Knowledge for Development, and by the OECD. The basic idea is that knowledge is a factor of production, along with capital, labor, land, and other factors in determining economic growth. Globalization and new technologies are creating new opportunities for growth. Information and Communications technology speeds up access and return to this knowledge. The result is improved product quality, reduced cost, better product adaptation to consumer needs, as well as totally new products. The most advanced economies are characterized by leadership in this process. On the downside, there is also an increasing digital, scientific and technological divide between the more developed countries that are exploiting knowledge, science and technology for economic well being; compared to less developed countries and to less developed regions within countries, that are not adequately participating in this revolution, and in the poorest countries not participating at all. The challenge is to find ways to remove the constraints to such participation … There are four critical requisites for a country to be able to fully participate in the global knowledge economy: (a) A regulatory and economic environment that enables the free flow of knowledge, investment in Information and Communications Technology (ICT), and encourage entrepreneurship; (b) An educated and skilled population to create, share and use knowledge; (c) A dynamic information infrastructure ranging from radio to the internet, in order to facilitate the effective communication, dissemination and processing of information; (d) A network of research centers, universities, think tanks, private enterprises and community groups to tap into the growing stock of global knowledge, assimilate and adapt it to local needs, and create new knowledge."
* Downloadable as a 50-page, 2.2 MB PDF file
* Go to A Preliminary Strategy to Develop a Knowledge Economy in European Union Accession Countries, published by the World Bank Group (listed in the Special Interest section)
* While you are there, checkout ‘Building Knowledge Economies - Final Report of the Knowledge Economy Forum Paris’ (32 pages, 85 KB PDF)