Saturday, September 28, 2002

Article : Figuring Out Tribal Lessons :
By Tom Duening and Jack Ivancevich - "The function of tribes is survival. Historical accounts of tribes around the world indicate that members refer to the group as "the people;" by inference all others are not part of the people. If you want to successfully manage the programmers, IT workers and geeks (whom we designate Einsteins) in your company, it's important to keep this same line of reasoning firmly in mind … The Einsteins in your work group hang together because of common interests, language, slang, rituals, customs and needs. As their manager, you'd be making a serious mistake to intervene in and minimize these tribal cultural anchors. As long as tribal behaviors and artifacts are not obscene, offensive or disruptive, you should permit and even encourage their use and proliferation … A high performing tribe of Einsteins provides a common sense of purpose and direction. However, managing the group's egos, intelligence, values and needs will require creativity and a lot of finesse. Your behavior and actions affect the culture. Try your best to be open minded, supportive, attentive, caring, honest, and do you darndest to stay knowledgeable about the positives and negatives of Einstein tribal behavior, rituals and customs. Achieve all that, and you'll be rewarded with respect and hard work … thinking about the Einsteins in your company as tribes is a good starting point for optimizing their talent and uniqueness."
* Go to Figuring Out Tribal Lessons, published in the September edition of Darwin
*NOTE 1: Be sure to checkout the sidebar articles:
- From Techie Geek to the Management Suite
- Managing Einsteins
- Communicating with Einsteins
* NOTE 2: Tom Duening and Jack Ivancevich are principals in the Applied Management Sciences Institute, and co-authors of ‘Managing Einsteins: Leading High Tech Workers in the Digital Age’ (September, 2001)
Article : Knowing the Difference :
By Daryl Morey - "In my last column, ‘Wanted: Czar,’ I left off saying you need to look for key knowledge constraints in order to create ROI with knowledge management. The obvious question is, how and where should you look? If you're going to initiate top-down KM, you need to start with that question … Begin by selecting your top-level constraint. It will be either a capacity or a market constraint, determined by whether you currently have more capacity than demand for your products or services, or whether you are struggling to keep up with the demand. If you get this wrong, you risk wasting money on things that appear to benefit your company but actually are working on the periphery and not improving the bottom line … At the risk of repeating myself, I will: This line of questioning (and especially some of these answers) again highlights the need for a KM czar. It is only when an executive with top-level visibility asks the question, "Where is the best place to spend my next dollars to create ROI?" that the correct KM approach (or no KM approach) will emerge"
* Next month: How to identify and attack internal KM constraints
* Go to Knowing the Difference, published in the September edition of Darwin
Article : Debunking BI – Reporting, Analysis and Solutions : By Dan Meers - "Business intelligence is a term used to describe just about any type of information delivery. It has been co-opted by vendors and consultants selling everything from basic operational reporting to highly specialized analytic applications. This article will examine various forms of information delivery and clarify a definition of business intelligence (BI) and its usage. The first part of the article will propose a definition and role for BI, the second will forward suggestions about distinguishing the different forms and uses of BI technologies … The context for any discussion of BI is very important. Establishing this context, however, is very difficult because users, vendors and consultants approach BI from distinct perspectives. Let’s try to agree on some basic definitions …"
* Go to Debunking BI, published in the September edition of DM Review
Master Programme : Master of Knowledge Management (MKM) :
"a new master programme offered by Copenhagen Business School and Learning Lab Denmark. It will be offered for the first time in January 2003 … MKM is one of a kind and this has enabled us to attract a number of the internationally leading capacities within knowledge management. We are especially proud to announce that Laurence Prusak, John Seely Brown and Georg von Krogh will join the programme as guest lecturers"
* Study Description:
- Basic Module 1- Introduction
- Basic Module 2 - Classics in Management and Organisation
- Basic Module 3 - Buzzing around KM
- Project Module 1 - Strategy Project
- Basic Module 4 - Strategic Networking & Knowledge Sharing
- Project Module 2 - Innovation Project
- Basic Module 5 Management & Management Technologies
- Activity Module - Developing a Knowledge Facility
- Optional Courses
- Master Thesis
* Go to Master of Knowledge Management
Webinar (Upcoming) : The Promise of Knowledge Management, The ROI of Business Intelligence : To be held November 20, 2002 from 4:00 - 5:00pm (ET) - "Learn how the convergence of KM and BI broadens the amount of searchable knowledge -- increasing actionability and ROI on the intelligence gained. Without KM, Business Intelligence is not robust, not complete and not real time; without BI tools, KM remains elusive and undermined. But with the convergence of the two parallel universes, Intelliseek is able to do more with better technology, to enable key players to make better, faster decisions and to finally use accepted business practices and technologies to tap into a full spectrum of information and knowledge for profit and financial success … We invite you to hear how leading Fortune 500 companies use this intelligence to empower their knowledge workers and key decision makers with comprehensive, up-to-the-minute consumer and competitive intelligence and industry information … What Will You Learn - Achieve broader insights, not just raw data; Collect trends, not just bare statistics; Get 360º view to keep a real-time pulse on business"
* Go to The Promise of Knowledge Management, hosted by Intelliseek

Friday, September 27, 2002

Article : The New Leadership Dynamic : "Today’s global competition and a volatile economy have overhauled the traditional view of leadership and created a new leadership dynamic … Michael Useem, management professor at The Wharton School of the University of Pennsylvania and director of the school’s Center for Leadership and Change Management, argues that leadership is no longer limited to the company’s top executives. Rather, the changing marketplace dictates a need for leaders who can think strategically and act decisively at all levels of the organization … Good leaders must be able to ‘lead out and then up;’ they must be able to lead coworkers, their bosses, customers, as well as subordinates, writes Useem in his book Leading Up: How to Lead Your Boss So You Both Win. ‘Leading up is needed when a superior is micromanaging rather than macrothinking’ … ‘[It] is called for when a division president offers clear directives but can’t see the future, or when investors demand instant gain but need long-term growth’ …"
* Downloadable as a 3-page, 116 KB PDF file
* Go to The New Leadership Dynamic, “This is the second in a series of articles co-authored by Knowledge@Wharton in collaboration with Aon
* While you are there, checkout some of Aon’s other Publications
Conference Proceedings (Handouts) : Online Learning 2002 :
* Held September 23 to 25, 2002
* A sampling of handouts includes:
- Building Knowledge Management Solutions
- Knowledge Management and the Learning Professional
- Portals, Knowledge Management and Performance Support: Achieving Significant Outcomes
- The Human Side of Knowledge Management
- Simulations: Justification and Evaluation ( A Panel Discussion)
- A Unified Field for Online Learning: Collapsing the Boundaries of Digital, Human, Inside and Outside
- Building a Successful and Sustainable E-learning Strategy
- Online Learning Communities: Moving From Events to Real and Continuous People Development
- Enabling Organizational Change Through Collaborative E-learning
- Defining Your Blended Learning Strategy: The Convergence of Technology, Process and Methods
- Case Study Room: Learning-Enabled Customers
- Does Using Technology for Learning Make Sense for Your Organization?
- and many more …
* Handouts are reachabe/downloadable in a range of formats – URL, PDF, PowerPoint and ZIP
* Go to Online Learning 2002
* Source: Originally encountered on the CoWorking mail list
Interview : Restoring Values-Based Leadership - An Interview with Daniel H. Kim : By Kali Saposnick - "The failure of some of today’s large corporations has left many of us bewildered and angry. Particularly disturbing has been the unfettered greed displayed by senior executives of these organizations. Daniel H. Kim, cofounder of Pegasus Communications, Inc. and a leader in the field of systems thinking and organizational learning, believes that ‘rather than focusing on building their organizations to last for the long haul, many of these leaders seem to have been seduced by the incredible opportunities for quick wealth.’ He continues, ‘While growing our companies may be a common impulse, we must do it in a way that leads to sustainable success and in a manner that doesn’t violate the integrity of our organizations or the public interest.’ …"
* Go to Restoring Values-Based Leadership, published in the September 25, 2002 edition of Leverage Points
Report : Results-Oriented Cultures - Using Balanced Expectations to Manage Senior Executive Performance (GAO-02-966) : "… The agencies GAO reviewed developed an initial set of balanced expectations for senior executives to address in their individual performance plans. GAO found that these agencies are in the early stages of using a set of balanced expectations to appraise senior executive performance and there are significant opportunities to strengthen their efforts as they move forward in holding executives accountable for results. Specifically, more progress is needed in explicitly linking executive expectations for performance to organizational goals. In addition, while these agencies address partnering with customers and other stakeholders, greater emphasis should be placed in fostering the collaboration within and across organizational boundaries to achieve results. Successful organizations understand that they must often change their culture to successfully transform themselves, and such change starts with top leadership … Senior executive performance expectations to lead and facilitate change could be a critical element as agencies transform themselves. The agencies generally agreed with these conclusions, as well as the selected initial implementation approaches GAO identified, as shown below."
* Downloadable as a 53-page, 404 KB PDF file
* Go to Results-Oriented Cultures - Report #4, published September 27, 2002 by the US General Accounting Office
Testimony : Distance Education - Growth in Distance Education Programs and Implications for Federal Education Policy (GAO-02-1125T) : "Now, however, with distance education growing rapidly and becoming more a part of mainstream higher education through courses taught by Internet or videoconferencing, the Congress is reexamining these and other distance education rules to determine if changes are warranted. The Congress has also expressed an interest in knowing how Minority Serving Institutions are using distance education technology. Minority Serving Institutions offer postsecondary opportunities to nearly 2 million students and many of these students are first generation college students … Overall, about 1.5 million out of 19 million postsecondary students took at least one distance education course in the 1999-2000 school year. These 1.5 million distance education students differ from other postsecondary students in a number of respects. Compared to other students, they tend to be older and are more likely to be employed full-time and attending school part-time. They also have higher incomes and are more likely to be married. Most students take distance education courses at public institutions, with more taking courses from two-year schools than from four-year schools. The Internet is the most common mode of delivery for providing distance education … Accrediting agencies play an important role in reviewing distance education programs. They, and Education, are the 'gatekeepers' with respect to ensuring quality at postsecondary institutions—including those that offer distance education programs. The HEA allows accrediting agencies to develop their own standards for ensuring the quality of education provided by the institutions they accredit. It also gives Education the authority to recognize those accrediting agencies it considers to be reliable authorities on the quality of education provided by the institutions they accredit. Critical issues include how well the accrediting agencies and Education are carrying out their responsibilities and whether changes are needed in HEA … The work that we have yet to complete for our final report will examine in more detail whether additional actions are needed to enhance access to higher education while maintaining the integrity of the federal student aid programs as it relates to distance education."
* Downloadable as a 17-page, 117 KB PDF file
* Go to Distance Education – Testimony #2, published September 27, 2002 by the US General Accounting Office

Thursday, September 26, 2002

Article : Knowledge Management - Creating A Knowing Culture :
By Kenneth Hatten and Stephen Rosenthal - "Managed properly, knowledge can become an organization’s competitive advantage. Effective knowledge management, however, can occur only after an organization has established a 'knowing culture.' Creating that culture, and promoting the organizational learning to sustain it, must become priorities for today’s business leaders. These authors describe how leaders can create and sustain that knowing culture."
* Downloadable as a 6-page, 66 KB PDF file
* Go to Knowledge Management - Creating A Knowing Culture, published in the September/October 2002 edition of the Ivey Business Journal
Case Studies : Case Studies in Knowledge Management Volume 1
(HB 165-2002) :
Published July 22, 2002 (37 pages) - "These case studies, which are the first volume of an occasional series, are snapshots of various efforts by a wide variety of organisations in Australia, but have not been selected on the basis that they are the best of knowledge management. The purpose of publishing these case studies is to meet a demand for information that will help people understand what has been tried so far in Australia. The experiences contained within them will promote understanding of the possible manifestations of knowledge management and assist instigate change in other organisations."
* Priced for subscribers and non-subscribers (available in hardcopy and PDF)
* Go to Case Studies in Knowledge Management, from Standards Australia
* Source: Originally encountered on the KM-Framework mail list
Column (Barely Managing) : The Search for Signs of Intelligent Life in the Business Universe : Columnist – Thomas A. Stewart; Published September 25, 2002 - "Daniel Goleman, psychologist and author of Emotional Intelligence, has a few ideas on where to look … ‘If you're so smart, why aren't you rich?’ So perfectly does this wisecrack capture our knack for combining the pragmatic with the crass, some economists call it ‘the American question.’ It occurs to me that the question has a flip side: ‘If you're so rich, why aren't you smart?’ That one might be asked by a psychologist … Daniel Goleman, for example … Our topic, which is also the subject of Goleman's introduction to the book: Is there such a thing as 'business intelligence'? Goleman thinks so. And there's certainly business value in pondering the very definition of the term …"
* Go to The Search for Signs of Intelligent Life in the Business Universe
Online Event (Transcript) : ’The spirituality of the Web's architecture’ with David Weinberger : Published September 12, 2002 - "The Web has changed, and is continuing to change the way people connect with the world. The tragic events of 9/11 proved in full force the timeless, limitless, and space-less power of the Web. The Web went from being a work tool or entertainment resource to a way for people to access the latest news, connect with loved ones, or find a moment of comfort and inspiration. In reality, this was just the tip of the iceberg to what the Web can do … David Weinberger is the well-known co-author of the best selling The Cluetrain Manifesto: The End of Business as Usual and author of Small Pieces Loosely Joined: A Unified Theory of the Web. He is also the Publisher of JOHO (Journal of the Hyperlinked Organization). He is a commentator on National Public Radio's All Things Considered and a columnist for Darwin Magazine, KMWorld, and Intranet Design Magazine. He has written for a wide variety of publications, including Wired, The New York Times, and Smithsonian, and gives talks around the world on what the Web is doing to business … David's comments came during a live online event on September 12, 2002, as a part of the series, Reflections on a Changed World. He was responding to questions from the audience. Following is a transcript of the discussion"
* Go to The spirituality of the Web's architecture, from
* Source: Originally encountered on the ia/ news for information architects weblog
Online Keynote Presentation (Upcoming) : Business Problems and KM at British Telecom : "On Monday, 30th October 2002, 3pm European time
(2pm UK), the first theme on is started with an online keynote presentation by Mr. Riches. The topic of this presentation is ‘Business Problems and KM at British Telecom’ … To participate in this interactive online presentation please send an email to our editor by Monday 2pm European time (1pm UK). You will get an email back with your personal login details to the online conference (direct link and password)."
* Go to Business Problems and KM at British Telecom, on the Knowledge Board
* For additional information on Knowledge Board’s Themebased community, go to the Agenda for October

Wednesday, September 25, 2002

Article : Copy Protection Robs The Future : By Dan Bricklin (co-creator of VisiCalc); Published September 10, 2002 - "Copy protection will break the chain of formal and informal archivists who are necessary to the long-term preservation of creative works … There are things happening that make me worry that the future may not be bright for preserving many of the works we create today. For example: Companies are preparing to produce music CDs that cannot be copied into many other formats (something allowed by law as ‘fair use’). Most new eBooks are copy protected. A new bill may be heading to Congress that will require all digital devices to enforce copy protection schemes for copyrightable material. An existing law makes it a crime to tell people how to make copies of protected works … I believe that copy protection will break the chain necessary to preserve creative works. It will make them readable for a limited period of time and not be able to be moved ahead as media deteriorates or technologies change. Only those works that are thought to be profitable at any given time will be preserved by their ‘owners’ (if they are still in business). We know from history that what's popular at any given time is no certain indication of what will be valuable in the future. Without not-copy protected ‘originals’, archivists, collectors, and preservers will be unable to maintain them the way they would if they weren't protected. (Many of these preservers ignore fashion as they do their job, because they see their role as preservers not filters.) We won't even be able to read media in obsolete formats, because the specifications of those formats will not be available. To create a ‘Rosetta Stone’ of today's new formats will be asking to go to jail and having your work banned."
* Go to Copy Protection Robs The Future
* Source: Originally encountered on the Scholarly Electronic Publishing Weblog
Community (FREE Membership) : Association of Knowledgework (AOK) : "Your access to this page is your special invitation to join the Association of Knowledgework (AOK) for free. The usual fee is $185 [US] but you will not be billed – ever … At the Association of Knowledgework, people from every specialty cross professional, geographic, cultural, economic and hierarchical barriers to learn together. Not just another website, this is a virtual home for those who work with this stuff called knowledge. Join your Community of Practice and connect with the interdisciplinary Community Network."
* If you need encouragement to join - checkout the offerings listed on the Site Map
* I would especially like to draw your attention to the upcoming Star Series (September 30th – October 11th), which features Stephen Denning moderating an eConversation with AOK Members on ‘What's the Best Way to Share Knowledge?’
* Go to the Special Membership Invitation
eZine (New Edition) : Leader to Leader – Fall 2002 : "Articles available [on-line] with complete text:
- Frances Hesselbein: Crisis Management: A Leadership Imperative
- Army Leadership: Be, Know, Do
- Ronald A. Heifetz and Marty Linsky: Leading with an Open Heart"
* Go to Leader to Leader – Fall 2002, published by the Peter F. Drucker Foundation for Nonprofit Management
* NOTE 1 – The remaining articles are only available in the print edition, which is subscription-based
* NOTE 2 – The ‘U.S. Army's Leadership Manual’ (excerpted) in the ‘Army Leadership’ article can be read in full On-line - or - Downloaded (in PDF format) from the General Dennis J. Reimer Training and Doctrine Digital Library
Report : Knowledge Management in India 2002 : By Desai Pranay and Kuldeep Sandhu - "This is the first research report that BML Consulting in conjunction with Griffith University – Brisbane Australia has published on Knowledge Management. Knowledge Management has taken a top-place on business agenda culminating in a knowledge-based organisation. It is still sufficiently novel for a major finding of our research to be that knowledge management is not a fad but was here to stay … The market runners are well aware about the facts that knowledge management will play a critical role in the near future, enhancing their internal productivity in conjunction with developing them externally, in terms of increased customer satisfaction due to rich knowledge based marketing, developing a competitive advantage … For an organisation at the end of the day it is important to know how well the change would impact the overall productivity and how durable and long the organisation will gain the benefits of the investments. It is ‘about doing the right thing’ rather than ‘doing things right.’ … Organisations, which identify the best of its knowledge and step further to create a shared environment by generating and utilising the best of its knowhow, are going to enjoy a prosperous and secure future … The research findings primarily indicate the importance of knowledge management within an organisational framework and the acceptance of this new management strategy in the Indian context. The survey also reflects how organisations are preparing themselves toward this new global change as effectively as possible … The acceptance of this new strategy and final implementation still remains unclear and it demands a lot of future research on a global scale, which will enable organisations worldwide to implement knowledge management activities with a well-informed approach leaving minimal room for trial and error."
* Downloadable as a 20-page, 125 KB PDF file
* Go to Knowledge Management in India 2002
* NOTE 1 – The Report is labeled as ‘NEW’. You will find an interesting assortment of KM ‘articles’ listed on the site - hosted by KnowledgePoint
* NOTE 2 – You may also want to join their Knowledge Management Leadership Forum
Webinar (Free, Upcoming) : Positive Human Capital ROI - Navigating the Pain Chain : To be held September 26, 2002; from 10:00am - 11:00am PST - "can help you identify the areas where negative ROI (cost reduction) has been exhausted, and instead help you focus on alternative strategies necessary to create credible business growth … In an economy where Metrics and Measurement are a mantra; comprehensible and comprehensive line of business readiness, time-to-market and regulatory compliance offer opportunities to outperform your competition. And with the growing reliance on 3rd party channels, the ability to synchronize their performance for superior financial results has never been more vital. It¹s time to accelerate your business out of the recessionary curve…. This seminar will identify methods for defining measurable objectives. It will address the issue of Human Capital performance from the perspective of CEOs who must tackle declining market valuation to 3rd party partners who may struggle to understand, market and sell products. … No company looking to understand the business case for Human Capital Development and Management should miss this opportunity."
* Register for Positive Human Capital ROI

Tuesday, September 24, 2002

Article : What's the Big Idea? : Published September 22, 2002 - "Reverie is crucial to the creative mind. And although this predominantly comes down to nurture over nature, creativity is lost without an instinctive ability to access free-floating mental states. The myth goes that creatives either lie back and let the muse come to them, or force it out through hard work and lengthy trial and error. The reality is somewhere between the two - a combination of inspiration and evaluation, of being able to let an idea come to you and then crafting it into shape."
* Go to What's the Big Idea?, from The Observer
* Source: Originally encountered on the matt jones | work & thoughts weblog
Book (Companion Web Site) : Smart Mobs – The Next Social Revolution :
"A Website and Weblog about Topics and Issues discussed in the book Smart Mobs: The Next Social Revolution by Howard Rheingold … Smart mobs emerge when communication and computing technologies amplify human talents for cooperation. The impacts of smart mob technology already appear to be both beneficial and destructive, used by some of its earliest adopters to support democracy and by others to coordinate terrorist attacks. The technologies that are beginning to make smart mobs possible are mobile communication devices and pervasive computing - inexpensive microprocessors embedded in everyday objects and environments. Already, governments have fallen, youth subcultures have blossomed from Asia to Scandinavia, new industries have been born and older industries have launched furious counterattacks."
* Go to Smart Mobs
* Source: Originally encountered on the matt jones | work & thoughts weblog
Conference (Proceedings) : INFOSOC Malaysia 2002 - K-Initiatives For Improved Local Governance : Held June 2002 - "The letter ‘K’ in the word 'K-initiatives' refers to 'Knowledge', used in the context where ICT [information and communication technology] is employed as key driver in the creation, diffusion and manipulation of knowledge … The phrase 'local governance' is not restricted to local government although local government is one of the key players. The phrase 'local governance' can be defined as the process of organizing, managing and administering authority and influence in decision making; while involving multiple-stakeholders in a local setting, in the pursuit of a higher quality of life for all … InfoSoc Malaysia 2002 seeks answers on: ‘How ICT can be used to improve participation, transparency, equity, responsiveness, effectiveness and efficiency at the local level?'"
* Go to INFOSOC Malaysia 2002
Tool (PowerPoint Add-on) : CounterPoint - A Zooming Presentation Tool : "CounterPoint is a zooming presentation tool that acts as a plugin to PowerPoint. It allows you to arrange your PowerPoint slides on a zooming canvas that is provided by Jazz. CounterPoint also provides the capability to create multiple scripted paths through your spatial slide arrangements. Presentations created in CounterPoint are also interactive, so you can deviate from a scripted path at presentation-time based on audience feedback, time constraints, or other factors … CounterPoint Version 1.2.3 is now available for free download for non-commercial use on Windows platforms"
* Go to CounterPoint, from the Human-Computer Interaction Lab at the University of Maryland
White Paper : The Impact of Mobile Technology on Medical Education :
"new white paper from AvantGo and ArcStream Solutions … leading medical schools are embracing mobile technology as a new tool to enhance the education of tomorrow's doctors … As medical schools find themselves sandwiched between new students' personal technology and the reality of the growing ubiquity of PDAs in healthcare, the impetus for mobile applications in medical schools is being driven from both ends, the authors observe. PDAs are making their mark in the medical community, used by physicians and hospitals to track patient progress, facilitate rounds and data entry, dispense medication and improve patient care. Familiarizing students with the tools that will be used in tomorrow's medical community will enrich their education and better prepare them for the future … The authors propose medical schools should consider mobile solutions because: PDAs are a growing trend in healthcare; Mobile solutions extend existing learning tools and improve course management; New technology may influence accreditation; Mobility is a cost-effective solution to common challenges faced by medical school"
* NOTE: You must register to receive the paper – 9 pages, 36 KB PDF - (which will be e-mailed to you)
* Go to The Impact of Mobile Technology on Medical Education, posted September 24, 2002 by eyepharma

Monday, September 23, 2002

Article : 8 Strategies on How to Use Stories : By Terrence Gargiulo - "We communicate, think, and learn through stories. Stories come in all different forms including personal experiences, anecdotes, metaphors, analogies, or jokes. The guiding rule for using stories in trainings or workshops is to be sensitive to the group. By staying tuned in to the group’s ever-changing needs, you will be able to find the right stories to tell at the right time, elicit group member’s stories, and increase learning … Here are some ideas on how to get started:
1. Answer people’s questions with a story
2. Elicit stories from the group
3. Use a metaphor or analogy
4. Tell a story to change the group’s energy
5. Tell a story with your voice and body language
6. Validate and transform emotions with a story
7. Tell a story to change a group’s perspective
8. Use a joke or tangent"
* Go to 8 Strategies on How to Use Stories, published in the September issue of PerformanceXpress
Article : Figuring Out What’s Core : By Loren Gary; Published September 23, 2002 - "Most would agree that the best corporate strategy these days is focusing on your core. Problem is, just what is essential in your company may be a matter of opinion. Here’s how to separate the essential from the expendable."
* Go to Figuring Out What’s Core, on HBS Working Knowledge
Book : Story Logic - Problems and Possibilities of Narrative : By David Herman; Published April 2002 - "Featuring a major synthesis and critique of interdisciplinary narrative theory, Story Logic marks a watershed moment in the study of narrative. David Herman argues that narrative is simultaneously a cognitive style, a discourse genre, and a resource for writing. Because stories are strategies that help humans make sense of their world, narratives not only have a logic but also are a logic in their own right, providing an irreplaceable resource for structuring and comprehending experience. Story Logic brings together and pointedly examines key concepts of narrative in literary criticism, linguistics, and cognitive science, supplementing them with a battery of additional concepts that enable many different kinds of narratives to be analyzed and understood. By thoroughly tracing and synthesizing the development of different strands of narrative theory and provocatively critiquing what narratives are and how they work, Story Logic builds a powerful interpretive tool kit that broadens the applicability of narrative theory to more complex forms of stories, however and wherever they appear. Story Logic offers a fresh and incisive way to appreciate more fully the power and significance of narratives.”
* Table of Contents - Pt. 1 Narrative Microdesigns / States, Events, and Actions / 2 Action Representations / 3 Scripts, Sequences, and Stories / 4 Participant Roles and Relations / 5 Dialogues and Styles // Pt. 2 Narrative Macrodesigns / 6 Temporalities / 7 Spatialization / 8 Perspectives / 9 Contextual Anchoring
* Go to this book at Amazon, Barnes & Noble or Indigo

Sunday, September 22, 2002

Article : License to Innovate or License to Die : By Liisa Valikangas and Kal Patel - "When responsibilities exceed rights, companies go nowhere … When rights exceed responsibilities, companies go bust … The expedience of balancing rights and responsibilities applies to legislators, corporate innovators, executives, non-executive directors, landlords, tenants, physicians, parents, judges, jurors, and, not least, accountants … As knowledge-intensive companies, financial and professional services firms rely, perhaps more than in any other industry, on their employees to balance bold action and responsible behavior. These companies have historically been among the most adept at maintaining such a balance. (Indeed, this accomplishment goes a long way to explaining the high margins of investment banks, brokerage houses, and commodities traders like Enron.) But occasionally the balance is broken and calamity ensues ... Whereas the converse, an excess of responsibilities over rights, could never induce the types of calamity that befell Barings and Enron, it does pose the more insidious threat of stasis—the situation in which companies go nowhere for lack of innovation … The many disbanded incubators, skunkworks, corporate venture funds, and other ad hoc innovation initiatives that litter the hallways of corporate America are testament to the frequency with which companies endow these groups with a responsibility for innovation while simultaneously denying them the freedom to fulfill their mandate by, for example, not allowing the incubator access to key expertise in the firm. Indeed, according to anecdotal data, corporate innovation programs typically last no more than three years before succumb to cyclical resource cuts … Innovation that is driven by passion and commitment to do something better differently has integrity. The kind of innovation that enriches a select few, in contrast, is likely to end in acrimony with maybe time in the clink for the enriched few to boot."
* Go to License to Innovate or License to Die, published by Strategos
* While you are there, checkout Our Ideas – articles, white papers, books and relevant news stories
Article : United States - Who Invented Hyperlinks? Summary Judgment for the Defendant in the BT Case : By Irah H. Donner and Belinda M. Juran; Published September 16, 2002 - "As discussed in our April 17, 2002 Internet Alert, British Telecommunications plc (BT) sued an Internet service provider (ISP), claiming that use of hyperlinks infringes a BT patent. On August 22, 2002, the U.S. District Court for the Southern District of New York granted summary judgment to the ISP, ruling that, as a matter of law, the ISP's actions do not infringe the BT patent."
* Go to Who Invented Hyperlinks?, published on Mondaq – IP News
Book (Forthcoming) : Intangible Assets and Value Creation : By Juergen H. Daum; Publication of the English edition in November 2002 - "Corporate success today is not based any more on production facilities, financial capital and ownership, but on invisible and untouchable values - intangible assets -, such as relationships with business partners, brands, ideas, the quality of business processes, talented employees, corporate culture, intellectual capital and innovation power … As a consequence, the old systems for managing companies have become outdated. They had been conceived for the industrial age and worked well for decades. But they are failing in the knowledge economies of today. Which tools requires management instead? How does the new model of the enterprise look like and how must companies be organized internally and how they have to organize relations to external parties in order to be successful under these new conditions? Which are the concepts and management tools necessary to harness the full potential of a company’s intangible assets in order to be able to create sustainable value for all its stakeholders? … This book explains and demonstrates, how companies can be managed successfully and can create sustainable value in the new era of “intellectual capitalism”. The author develops an enterprise management and control system that integrates concepts such as the Balanced Scorecard, Real Options Valuation, Beyond Budgeting and new human capital, customer, and innovation management techniques into one comprehensive management concept and framework. This includes also mission critical "soft factors", such as a new approach to management communications and dialogs, which support better the new management processes, as well as concepts, for improving the personal productivity of managers … The book includes many practical examples and case studies as well as interviews with the leading experts in the respective field, such as Leif Edvinsson, David Norton and Baruch Lev."
* Go to Intangible Assets and Value Creation
eZine : NextInterface : " is a Web-based trade publication that explores our evolving relationship with machines, and the evolution of the human-machine interface. It examines the emerging world of pervasive speech technology and the voice user interface (VUI), as well as related fields including voice biometrics, wearable computing, and telematics. Each month, our Web site features new profiles of the leaders of the speech technology field, guest columns by innovators from the trenches of the speech revolution, news briefs, and white papers. And every two weeks, we'll send you the latest news and announcements in speech technology in our free e-mail newsletter, NextInterface This Week."
* Go to NextInterface
Tools (Project Mapping) : ’X’ Marks the Spot – Product Review : By Lee Appleyard - "Project mapping packages are graphically oriented tools that use words, lines, colors, images and logic to stimulate the full range of cortical skills for greater idea development, brainstorming, and information organization. Project teams work with a main subject that forms the central image of the outline-like business map. As meetings progress, ideas and thoughts are communicated as key words, and these form the major themes that radiate in the form of branches from the central image. As additional ideas are developed, these are added as minor branches linked to the main themes. All branches are connected via a nodal structure, and users can create and edit fonts, icons, pictures, colors, dates and hyperlinks on any of the main or sub-thoughts. The resulting map is a visual shorthand depiction of project details that can include begin- and end-dates, task assignments, percent completion, duration, resources and risks."
* Go to ’X’ Marks the Spot, published in the September 2002 edition of Projects@Work