Saturday, October 05, 2002

Article : Mother [Nature] Knows Best : By Richard Martin; Published October 7, 2002 - "Today’s knowledge economy has often been described in organic, biological metaphors to distinguish it from the mechanistic qualities of the industrial age. This shift in metaphors extends well beyond general descriptions of the economy. As scientists improve their understanding of complex phenomena, we are finding ways of harnessing natural and nature-inspired feedback systems in all kinds of areas. Richard Martin nicely conveys some of the emerging applications for these feedback systems. These include magnetic sensing (used by several species for navigation), sensing of electrical fields, and other feedback loops that inform the new field of ‘biomimesis’ – imitating natural mechanisms in human technology. Martin shows how researchers are duplicating astonishing natural feedback loops and building them into MEMS (microelectrical-mechanical systems) to accelerate advances in remote sensing, robotics, and fields where machines need to adapt and respond to their environment. In the realm of biotechnology and healthcare, researchers anticipate near-future results in smart vaccines and anticancer drugs. Although AIDS and cancer work very differently, similar feedback processes can be exploited to take out the deadly cells. Although Martin does not address the organic feedback approach directly in the area of information technology and social systems, others have done so to good effect. (See the content items related to this review.)"
* Go to Mother [Nature] Knows Best, published in Forbes, summarized and indexed by ManyWorlds experts
Article : The Successful E-Learner :
By Daniel Birch; Published October 3, 2002 - "Much has been written about the impact of e-learning on content developers, trainers, and training managers. When the discussion turns to the learners themselves, attention tends to focus on the impact of less travel and less time away from their jobs. A missing piece is an exploration of how learning behaviors need to change when a person is in an e-learning environment … To make the most of e-learning investments, we need to ask how the skills that serve learners well in a classroom or in on-the-job learning adapt, or don’t, to self-paced and virtual collaboration experiences. Are new learning competencies needed? Will we find that some people have e-learning disabilities? … New technologies do not always require new competencies. Inventions and advancements more often than not make things easier to do. A good example of a technology that does require new user behaviors in order to be effective is automobile antilock braking systems (ABS). ABS was made standard equipment on most US-manufactured cars in 1987. The purpose of ABS is to prevent the brakes of the vehicle from locking, providing the driver with more control. Yet since 1987, no significant decrease in auto accidents or traffic fatalities can be attributed to ABS. The reason for this is assumed to be that using ABS correctly requires the driver to use a different technique for applying the brake pedal. Many drivers are simply unfamiliar with the new technique. They passed their driving test before ABS was available and were not required to re-take the test to demonstrate that they understand the new braking technique. Without new behavior by drivers, the benefits of the technology are lost … Suppose we take a step back and look at an E-Learner Competency Model that frames the context of the learning experience in three interactions: 1) between the learner and his environment (self-direction); 2) between the learner and the content (metacognition); 3) between the learner and his virtual collaborators (collaboration)."
* Go to The Successful E-Learner
Book : Creating Sustainable Work Systems - Emerging Perspectives and Practice : Edited by Peter Docherty, Jan Forslin and A. B. Shani; Published October 2002 - "Current trends reveal that the increasing intensity at work has major consequences at individual, organizational and societal levels. The balance between intensive and sustainable work must be achieved, yet there are no guiding models, theories or examples on how this can be realized. Creating Sustainable Work Systems: Emerging Perspectives & Practice explores the development of sustainable work systems by analysing intensity problems and providing the basis for designing and implementing sustainable solutions. The increased intensity of work is not only claiming a human toll but is also having an adverse effect on the quality of operations and business. New organizational approaches to work are needed and these 'sustainable work systems' are based on the idea of regeneration and development of human and social resources. This book sheds light on the emerging work systems and describes the existing problems and paradoxes. The researchers, from various academic disciplines and institutions in the US and Europe, consider the existing possibilities and emerging solutions and explore some alternatives to intensive work systems"
* Table of Contents: // Part 1: Framing / Chapter 1. Emerging Work Systems Docherty, P., Forslin J., A.B. (Rami) and Kira, M. / Chapter 2. O Tempora, O Mores! Work Intensity - Why Again an Issue? Brodner, P and Forslin, J. // Part 2: Perspectives: Alternative Disciplinary Lenses / Chapter 3. Moving from Consuming to Regenerative Work Kira, M. / Chapter 4. Sources of Intensity in Work Organizations Hatchuel, A. / Chapter 5. A Resource Centred Perspective Moldascl, M. F. / Chapter 6. A Complexity Perpsective Backstrom, T., Eijnatten, F.M. van and Kira, M. / Chapter 7. Institutional Contexts Hancke, B. // Part 3: Realizing Aspects of Sustainability / Chapter 8. Integrating Product and Personal Development Shani, A.B. (Rami) and Sena, J. / Chapter 9. Sustainablity in a Rapidly Changing Environment Wilhelmson, L. and Doos, M. / Chapter 10. Values and Stakeholder Relations Docherty, P. / Chapter 11. Group Work and Democracy Kuhlmann, M. / Chapter 12. Instititional Support for Development SMEs Banke, P. and Holsbo, A. / Chapter 13. An Innovative Coalition Succumbs to Bureaucracy Docherty, P. // Part 4: Attaining Sustainablilty and Sustainable Change / Chapter 14. Feedback, Intangibles and Sustainable Performance Cressey, P and Docherty, P. / Chapter 15. A Relexive Methodology of Intervention Moldaschl, M.F. and Brodner, P. / Chapter 16. Deutero Learning and Sustainable Change Bjerlov, M. / Chapter 17. Eclectic Design for Change Stebbins, M.W. and Shani, A.B. (Rami) / Chapter 18. Sustainable Work Systems: Lessons and Challenges Docherty, P. Forslin, J. and Shani, A.B. (Rami)
* Go to this book at Amazon or Barnes & Noble
Conference Proceedings : 6th ICTPI KANSAI’2002 Conference - Integrating Regional and Global Initiatives in the Learning Society : Held August 13th to 15th, 2002 - "Conference topics include:
1. Policy: Emerging Issues in Science and Technology Government Policy and the Management of Knowledge Socioeconomic Development and the Geography of Innovation Shared Prosperity and Sustainability; Social, Environmental, and Ethical Issues Intellectual Property Policy in the Digital Economy Information and Telecommunication Policies
2. Development: Global Perspectives on Technology and Economic Growth Entrepreneurship in the Global Economy Technology Transfer: Regional, National, and Global Perspectives Knowledge for Economic Development Mergers and Acquisitions: Fostering Global Knowledge Partnerships Regional Clusters and Development
3. Managing Technology Companies: From Start-ups to Multi-Nationals Technology Acquisition and Transfer: Innovation and global competitiveness Technology and Competitiveness for SMEs Fostering entrepreneurship in Large Companies Education and Training Talent for the Knowledge Society
4. Learning Society: Tools, Methods and Institutions Regional and Global Systems of Knowledge Creation and Diffusion The University in the Knowledge Society Knowledge Transfer, Application, and Diffusion Public Versus Private Resource Allocation and Incentives Metrics for Knowledge
5. Networking and Partnerships for Development Maintenance of Knowledge Network
6. Science and Technology Policy and Its National and Regional Planning: Evaluation, Assessment, and Benchmarking of Science and Technology Policy; Sustainable Management of Technopolis for New Industry Creation; Towards a Medical City: Creation and Development; Innovative SMEs and Creation of New Manufacturing Complexes; University, Incubation and Technology Transfer in a Global Context; Regional Initiatives for Venture Business Nurturing; Women in the Knowledge Economy; Technology Management Education: Creation, Development, and Networking; Capitalization of Regional Cultural Assets: Integrating Fine Arts, Music and Crafts into Digital Technology; Industrialization of Competitive Edge Technology: Bio-Science and Nano-Technology; Lessons of History: Technology and Regional Development"
* NOTE: Daily Proceedings download links (PDF files) are at the bottom of the page
* Go to KANSAI’2002
Skills : 21st Century Literacies :
"refer to the skills needed to flourish in today's society and in the future. Today discrete disciplines have emerged around information, media, multicultural, and visual literacies. It is the combination of literacies that can better help K-12 students and adult learners address and solve the issues that confront them … On this site, we focus on four 21st century literacies - information, media, multicultural, and visual. We have found resources, both bibliographic and web-based, to assist you in your quest to learn and/or teach literacy skills. Our team of literacy experts developed lessons to aid in your ability to incorporate 21st century literacy skills into your teaching techniques. The tools presented here are based on a 21st Century Literacies Framework and seek to promote the skills, knowledge and attitudes to help students develop effective lifelong literacy awareness, seeking, management and presentation strategies."
* Go to 21st Century Literacies

Friday, October 04, 2002

Article : How to Use Decision-Making as a Tool for Successful Transformation : By Linda Ackerman Anderson and Dean Anderson - "One of the most damaging things that executives do in leading transformation is to make change-related decisions in ways that run counter to the desired culture they are trying to build. Unfortunately, most executives are not aware of the negative impact of their decision-making style, nor are they aware of just how visible and far-reaching the damage goes – throughout every level of their organization … On the other hand, decision-making can be a powerful tool for modeling a new culture, and for catalyzing tremendous employee commitment to your organization’s change effort…if it is done effectively. In this article, we will reveal the keys to effective decision-making, identify why decision-making has such widespread impact on the success of transformational change initiatives, and provide tips and a simple yet effective decision-making tool to increase the positive impact of your decision-making."
* Go to How to Use Decision-Making as a Tool for Successful Transformation, published in the October edition of the Results for Change newsletter
Article : Open-Market Innovation :
By Darrell Rigby and Chris Zook - "Companies in many industries are feeling immense pressure to improve their ability to innovate. But executives know that the best ideas aren't always coming out of their own R&D labs. That's why a growing number of companies are exploring the idea of open-market innovation--an approach that uses tools such as licensing, joint ventures, and strategic alliances to bring the benefits of free trade to the flow of new ideas. For instance, when faced with the unanticipated anthrax scare last fall, Pitney Bowes had nothing in its R&D pipeline to help its customers combat the deadly spores. So it sought help from outside innovators to come up with scanning and imaging technologies that could alert its customers to tainted letters and packages. In this article, Bain consultants Darrell Rigby and Chris Zook describe the advantages and disadvantages of open-market innovation and the ways some companies are using it to gain competitive advantage. Creative types within a company will stick around longer if they know their ideas will eventually find a home--as internal R&D projects or as concepts licensed to outside buyers. However, the authors warn against entering into open-market innovation without properly structuring deals: Xerox and TRW virtually gave away their innovations and had to stand by while other companies capitalized on them. The company with the most powerful assets will have the greatest growth potential."
* Available to subscribers or by pay-per-view
* Go to Open-Market Innovation, published in the October 2002 edition of the Harvard Business Review
Interview : Redistributing the Workplace : "Has the distributed workplace gained currency in the wake of September 11? Dr. Charles E. Grantham says the notion of moving workers offsite has both grown and matured … Dr. Charles E. Grantham is the founder and chief scientist of the Institute for the Study of Distributed Work. He has been active in this area for more than 20 years and is recognized as an international expert on the design of information and organizational systems that support these new forms of work. He consults regularly with businesses on how to effectively develop e-commerce strategies. His groundbreaking book, The Future of Work, was published in November 1999. He is currently working on a fifth book, FuturThink."
* Go to Redistributing the Workplace, published September 23, 2002 in CIO Insight
Manifesto : An Incomplete Manifesto for Growth : By Bruce Mau - "a 43-point program, which [embodies] his vision of an optimal working life"
* Go to An Incomplete Manifesto for Growth
* Source: Originally encountered on the Pure Content weblog
Survey Results : World Robotics 2002 : Published October 3, 2002 - "2001 was a record year for robot investment in Europe but one of plummeting sales in Japan and the United States. Worldwide growth in the period 2002-2005 forecast at an average annual rate of 7.5%. Household robots now on the verge of taking off - UNECE issues its 2002 World Robotics survey"
* Downloadable as a 13-page, 215 KB PDF file
* Go to World Robotics 2002, published by the United Nations Economic Commission for Europe

Thursday, October 03, 2002

Article : The Duality of Knowledge :
By P. Hildreth and C. Kimble; Published October 2002 - "Knowledge Management (KM) is a field that has attracted much attention both in academic and practitioner circles. Most KM projects appear to be primarily concerned with knowledge that can be quantified and can be captured, codified and stored - an approach more deserving of the label Information Management … Recently there has been recognition that some knowledge cannot be quantified and cannot be captured, codified or stored. However, the predominant approach to the management of this knowledge remains to try to convert it to a form that can be handled using the 'traditional' approach … In this paper, we argue that this approach is flawed and some knowledge simply cannot be captured. A method is needed which recognises that knowledge resides in people: not in machines or documents. We will argue that KM is essentially about people and the earlier technology driven approaches, which failed to consider this, were bound to be limited in their success. One possible way forward is offered by Communities of Practice, which provide an environment for people to develop knowledge through interaction with others in an environment where knowledge is created nurtured and sustained."
* Go to The Duality of Knowledge
* While you are there, be sure to checkout other knowledge management and community of practice Publications from the Management and Information Systems Research Group at the University of York
Article : Trust Me! I Know What I’m Doing : By Ton Zijlstra; Published October 3, 2002 - "The fact that knowledge management (KM) surfaced as a separate discipline does not mean that knowledge(-development) until then played no role in corporate life, but merely that before it had been the almost exclusive domain of R&D departments, or a to a certain extent unintended by-product of existing working processes … KM explicitly moves the conscious use of mechanisms of knowledge (re) use, sharing and acquisition to the centre of the stage. Roughly three waves, or currents depending on whether one emphasizes the chronological appearance or ifference in approach, in KM can be distinguished … The first wave typically tried to assist decision making by presenting already existing information at the right time. The second wave, that started about 1995 with Nonaka’s model of tacit and explicit knowledge, focused on the tacit-to-explicit conversion of knowledge residing in people’s heads. The third most recent wave, discernable for the last year or two, leaves knowledge in the heads of people, and instead pays attention to what organisations can do to give people the opportunity to deploy their creativity and experience to the full (benefit of the organisation) … With this third wave focus in KM is shifting from knowledge use to knowledge creation, from the ability to produce to the ability to change, from organisations to the people within the organisation, and from command and control management styles to facilitating and providing guidelines and context."
* Go to Trust Me! I Know What I’m Doing, on the Knowledge Board
Book : Knowledge Management - An Introduction to Creating Competitive Advantage from Intellectual Capital :
By Carl Davidson and Philip Voss; Published October 2002 - "Companies are just waking up to the value of managing their knowledge and understanding the competitive advantage it provides. Explaining what knowledge management is and why it is suddenly a hot topic, this book identifies the secret to successful knowledge management and outlines how to get started. It teaches companies exactly how to use knowledge management to make sure every major decision they make is fully informed. Business professionals will discover the best ways to align knowledge-management with business strategy and avoid common mistakes as they watch their companies grow into mature knowledge managing organizations"
* Go to this book at Amazon, Barnes & Noble or Indigo
Community : KM Connection - The Knowledge Management Connection : "is building relationships among technology vendors, experts in sharing knowledge and knowledge organization, and implementers of knowledgebases around an explicit, well-grounded, and practical model for the stuff of knowledge in information-intensive organizations."
* Content is organized into the following sections: Classification and knowledge organization, KM -- large or small?, Companies and Organizations, Knowledge management, Metrics, Models for sharing knowledge, Opinion, People, Products for knowledge management, News, References and Resources
* Go to KM Connection
Conference Resources : Knowledge for Development - A Forum for Middle East and North Africa : Held September 9-12 2002 - "A conference organized by the World Bank Middle East and North Africa (MNA) Region and the World Bank Institute, in partnership with the Institut de la Méditerranée and the City of Marseilles … The conference aims at enhancing knowledge-based development strategies in MNA countries. Against the background of the on-going knowledge and information revolution, the conference will discuss opportunities and issues faced by MNA governments, relevant policies and potential support by the international community."
* Available materials include: Introductory Note to the Conference (Highlights), Conference Background Reports, Selected Country Assessments and Strategies, Virtual Universities and Regional Initiatives, ICT Studies and Benchmarking, Related Documents, Middle East & North Africa related websites, UNDP Arab Human Development Report, and Knowledge for Development (K4D) Related Websites
* Go to Knowledge for Development - A Forum for Middle East and North Africa
* Source: Originally encountered on the Knowledge Economy section of the Development Gateway

Wednesday, October 02, 2002

Portal : Organizational Development Portal : "What is Organizational Development? There is no single definition of 'Organizational Development.' If we were to break it into its parts we can discover one meaning: 'Organization' has come to mean the coming together of people and resources to form a unit. 'Development' in its simplest form suggests change and growth. So OD could be defined as 'the practice of changing organizations in order to grow.’ …"
* Content is organized into the following sections: E-Learning, Leadership, Links, Measuring Human Resources, OD Associations, Organizational Development Books, Organizational Psychology, and White Papers
* Go to the Organizational Development Portal
* Source: Originally encountered in the OLDaily mail list
Report : Digital Town Hall - How Local Officials Use the Internet and the Civic Benefits They Cite from Dealing with Constituents Online : "The first-ever survey of mayors and city council members of the National League of Cities about their use of the Internet shows that local officials have embraced the Internet as part of their official lives and most now use email to communicate with constituents. In contrast to Congressional representatives, who have felt swamped by email and who often dismiss emails as not very meaningful, local officials find them useful. And local officials do not feel overwhelmed by the volume of incoming email."
* Read on-line or download the 17-page, 124 PDF file
* Go to Digital Town Hall, a publication of the Pew Internet and American Life project
Research Note : Guide to the Gurus - The World's Leading Business Intellectuals : By Thomas H. Davenport and James Wilson; Published August 1, 2002 - "Some managers read magazines or newspapers to learn about new approaches to managing and working. The more conceptually-minded might turn to an academic business journal, or even attend a lecture at a local business school. Others might hire a consulting firm, or read a book or article by a member of one. Some skeptics may believe that only another firm in a similar business could offer truly tested ideas grounded in real business experience … But ideas come from people, not books or institutions. Ultimately, whatever the institution in which they are housed, most business people look to "gurus" for ideas. New movements in business and elsewhere need a guru to propagate the idea—to spread tales throughout the land of the power and potential of the new approach."
* Downloadable as a 5-page, 764 KB PDF file
* Go to Guide to the Gurus
Skills : Learning and Teaching Information Technology Computer Skills in Context : By Michael B. Eisenberg and Doug Johnson - "There is clear and widespread agreement among the public and educators that all students need to be proficient computer users or ‘computer literate.’ However, while districts are spending a great deal of money on technology, there seems to be only a vague notion of what computer literacy really means. Can the student who operates a computer well enough to play a game, send e-mail or surf the Web be considered computer literate? Will a student who uses computers in school only for running tutorials or an integrated learning system have the skills necessary to survive in our society? Will the ability to do basic word processing be sufficient for students entering the workplace or post-secondary education?"
* Go to Learning and Teaching Information Technology Computer Skills in Context, an ERIC Digest
Workshop Report : Emerging Behaviour of Complex Collaborative Networks : From the ThinkCreative Workshop, held the 6th and 7th of June 2002 - "This workshop aimed the identification and discussion of challenging issues and promising scientific approaches to address behavioral issues in complex collaborative networks … In recent years the business world has faced dramatic challenges, leading to the emergence of a large variety of collaborative networks enabled by the continuous advances in the information and communication technologies. Advanced and highly integrated supply chains, virtual enterprises / virtual organizations, virtual (professional) communities, value constellations, represent only the tip of a major trend in which enterprises seek complementarities that allow them to participate in competitive business opportunities and new markets. In particular for industrial landscapes composed mostly of SMEs, as is the European case, the involvement in a collaborative network represents not only a survival factor but also a competitive advantage in face of turbulent market scenarios … After an initial phase in which the basic infrastructures and pilot cases, mostly biased by traditional business practices, were developed, there is a vital need to conduct fundamental research in order to understand the emerging behavior of new collaborative organizational forms. In this direction, and by combining contributions from different disciplines, including complex systems theory, biology, artificial intelligent / multi-agent systems, game theory, chaos theory, etc., this workshop is planned to identify and characterize research challenges, promising approaches, and major goals towards the development of new models and technology support for the prediction and management of emerging behavior in future dynamic collaborative networks."
* Read the Summary Workshop Report on-line
* Download the Full Workshop Report
(a 16-page, 449 KB PDF file)
* Go to Emerging Behaviour of Complex Collaborative Networks
* Be sure to checkout the project site THINKcreative – The Thinking Network of Experts on Emerging Smart Organizations
* Source: Originally encountered on the Knowledge Board web site

Tuesday, October 01, 2002

Article : Digital Promises : By Arun Kumar Tripathi - "The prospect of living our lives online may not be so attractive after all … In the article ‘As Educators Rush to Embrace, a Coterie of Skeptics Seeks to Be Heard,’ University of California-Berkeley professor of philosophy Hubert L. Dreyfus says relying on the Internet would discourage the passionate commitment that he sees at the heart of advanced learning in any field. The risk-free anonymity of the Internet, he says, makes it a good medium for slander, innuendo, endless gossip, and ultimately, boredom. ‘Without some way of telling the relevant from the irrelevant and the significant from the insignificant, everything becomes equally interesting and equally boring.’ He later argues, ‘The nihilistic pull of the new network culture doesn't prohibit such personal commitment, but does inhibit [it].’ …"
* Go to Digital Promises, published in the September 30, 2002 edition of Ubiquity
Article : New Thoughts on Strategy and Change Initiative Implementation - Emergence, Readiness, and Adaptability : By Lawrence E. Wharton and Richard Roi - "Top-level leaders must rethink the entire process of strategy and change initiative implementation. Heretofore the emphasis has been on controlling the process from a master plan that specifies in considerable detail what will happen in implementation and when. Having an implementation plan is fine; expecting things to unfold exactly as stipulated in the plan is not … The wise leader is a context setter, one who understands and uses the principle of emergence, and who assists others in that same understanding and use. This leader wields influence in a highly positive manner to gain both the attention and commitment of all staff. The wise leader is aware that her/his behavior is what determines the states of mind that are the true source of creativity and adaptability. Saying is not the same as doing, and everything rests on doing … The wise leader ensures (does not hope, assume, or guess) that the ‘structural’ components and leader competencies of strategic readiness pervade the organization. She/he does through a very clear understanding and participation in the culture and norms of the organization. This leader is ruthless in eliminating manipulative leader behavior, norms that contradict the highly beneficial goals of creativity and adaptability, and actions that restrict the open flow of information. In particular, the wise leader sets up information networks that expose the ‘heat’ and ‘noise’ that often signal emergent outcomes … The wise leader uses the Integrated Purpose as a prime vehicle for influencing organizational behavior and actions, especially in working with staff to create and maintain meaning. Lastly, this leader understands all too well the great difficulty of doing what needs to be done to ensure an effective implementation effort. The challenges in the early stages of altering leader behavior, adjusting organizational norms, and developing commitment and new ‘edge of chaos’ states of mind are huge. But the wise leader has the courage and dedication needed to work through this. The end result is worth it."
* Go to New Thoughts on Strategy and Change Initiative Implementation, published in the October edition of The CEO Refresher
Article : Practical, Critical Success Factors for KM Implementation :
By Charles H. Bixler - "Understanding critical success factors (CSFs) will provide a huge advantage in successful KM planning and subsequent deployment. Over the last year, I have met with many KM leaders and have incorporated their ideas into the following list of KM success factors:
- Strong unified leadership
- Align KM with mission and business needs
- Cohesive and engaged team
- Understand current problems and issues
- Collaboration and communication
- Innovation
- Understanding and appropriate use of current technology
- IT infrastructure
- Workflow and change cycles
- Security
- Establish metrics
- Reliability and integrity
- Accessibility and portability
- Cost-effective
- Interoperability
The ultimate success of any KM effort hinges on the qualification of the key KM leadership. Get the right leadership in place to properly plan KM and ‘then follow through.’ …"
* Go to Practical, Critical Success Factors for KM Implementation, published in the October 2002 edition of KMWorld
Case Study : By Decree or By Choice? Implementing Knowledge Management and Sharing at the Education Sector of the World Bank Group : By Elias G. Carayannis and Bruno Laporte; Published August 2002 - "This case study identifies the elements of organizational change that were enacted within the World Bank to facilitate knowledge management and sharing, and in particular it focuses on the Education Sector Thematic Network knowledge management initiatives and outcomes. It also addresses the value added to the front line organizations responsible for the implementation of knowledge sharing … An open question to which this case leads is about the need for an assessment of the effectiveness of the knowledge management program in improving the capabilities of the operational staffs in particular World Bank regions through knowledge sharing institutional reforms and operational intervention … Another question is, “Would the availability of better metrics have helped the implementation of the knowledge management program?” The response is yes but of course the challenge is to identify functional and effective metrics that serve a purpose and do not become the end rather than the means. Overall, enduring questions that can be addressed only in the context of a continuous improvement process are:
- How can we identify, attract and empower more effectively and efficiently organizational change champions and knowledge catalysts?
- How can we better identify and corroborate the value proposition intrinsic in knowledge sharing initiatives?
- How can we design such initiatives so they are more sustainable and with longer term and broader scope impact?
- How can we better measure the value added by intangibles such as knowledge?
- How can we better manage and share tacit knowledge?
- What are ways and means to enable, catalyze, and accelerate sustainable knowledge sharing within and across organizations?
- How can best identify and replicate best knowledge sharing practices?
These questions could serve as an intellectual roadmap for the road ahead in further such studies of knowledge management, sharing and measurement within and outside the World Bank Group in which the first author is currently engaged."
* Downloadable as a 35-page, 671 KB PDF file
* Go to By Decree or By Choice?, published on the Knowledge Sharing Portal of the World Bank Group
Interview : Technology Needs to Change Us : By Esther Dyson - "Companies, industries and the world are continuously remade by technology. A technology that could transform the way your company operates—or put your company out of business—may be in development right now. Yet of the multitudes of products, processes and patents generated each year, only a few have a real impact. Even fewer have a lasting impact. The 20 people honored here for technology development have been chosen because they have the rare ability to develop truly innovative, significant and enduring technologies. But what factors give some technologies staying power, while others come and go? We put the question to Esther Dyson—technology pundit, investor, conference organizer, and all-around mover and shaker. In the quarter century that she has been following technology development, Dyson has developed a theory: Only those technologies with the power to change society are here for the long term; those without that power will soon be gone."
* Go to Technology Needs to Change Us, published in the October 2002 edition of CIO Magazine

Monday, September 30, 2002

Article : When Body Language Lies :
By Nick Morgan - "Most people call it ‘body language’—the clues to the meaning and intent of communication from others that we get from gesture, facial expression, posture—everything that isn’t spoken. The experts call it ‘nonverbal communication,’ but it amounts to the same thing: a second source of human communication that is often more reliable or essential to understanding what is really going on than the words themselves … Or is it? Accurate knowledge of body language is essential for success in interpersonal relations, whether in the business world or in personal life. However, much of our understanding is instinctive—and a good deal of it is wrong, according to modern communications research. What follows are some of the hardier myths, and the reality behind them:
1. A liar can’t look you straight in the eye
2. When meeting someone, the more eye contact, the better
3. Putting your hands behind your back is a power gesture
4. ‘Steepling’ your fingers shows that you’re intellectual
5. High-status people demonstrate their dominance of others by touching them
6. People smile when they’re happy
7. Voices rise when speakers are angry
8. You can't trust a fast-talking salesman
"Most of the research into nonverbal communications shows that people are not very good at masking their feelings. Emotions do leak out regularly, in many ways. And yet, the research also shows that most of us are not as good at decoding those emotions as we would like to think. Young people are significantly worse at both signaling emotions and reading them. Although we do learn as we grow older, we should remain wary; in the end, body language conveys important but unreliable clues about the intent of the communicator. The more information you can get about the clues you are trying to decode, the more likely you will be to decode them correctly."
* Go to When Body Language Lies, published in the September 30, 2002 edition of Working Knowledge
Article : When Change is Out of Our Control : By Margaret J. Wheatley - "The business news is filled with stories of the perils of interconnectedness … Interconnected systems are always this sensitive … There is no company, industry, or nation that is immune to these potentially devastating system effects … When so much is beyond our control, when senior leaders reveal their own feelings of powerlessness, what skills can we call upon to successfully maneuver and survive the turbulence? … In an era of increasing uncertainty, new organizational dynamics appear and old ones intensify at all levels of the organization. It is important to notice how these new dynamics affect employees, leaders, and core operating functions … I have painted a fairly grim picture of these new organizational dynamics spawned by tumultuous times. However, there is a great paradox that points to the hopeful path ahead. It is possible to prepare for the future without knowing what it will be. The primary way to prepare for the unknown is to attend to the quality of our relationships, to how well we know and trust one another … When people know they can rely on each other, when there is a true sense of community, it is amazing how well people perform … There is one core principle for developing these relationships. People must be engaged in meaningful work together if they are to transcend individual concerns and develop new capacities. Here are several ways to put this principle into practices … Those organizations who will succeed are those that evoke our greatest human capacities-our need to be in good relationships, and our desire to contribute to something beyond ourselves."
* Go to When Change is Out of Our Control
Article : KM is Dead, Long Live KM :
By Gary Avánt - "Knowledge Management (KM) is a maturing discipline that has entered a new era. Please join me in a brief high-level journey of past, present, and future - explore recent corporate KM experience including some lessons learned, the current state of KM affairs, and finally the future of KM."
* Go to KM is Dead, Long Live KM
Learning : MIT OpenCourseWare :
Pilot opens to the public today -
"MIT OpenCourseWare reflects the commitment of the MIT faculty to advancing education by increasing access to their academic materials through the Internet and the World Wide Web. We believe that with modern communication technology we can not only transmit information but also stimulate and enhance the deeply human, person-to-person endeavor of education … We hope the idea of openly sharing course materials will propagate throughout many institutions and create a global web of knowledge that will enhance the quality of learning and, therefore, the quality of life worldwide … We are opening our pilot to the public for review and feedback. It contains a sample of MIT courses, offering an early look at the content and design of OCW. As we pursue our intensive work to find the most effective way to make OCW a valuable resource for all who use it, we will continue to add courses, until virtually all are available."
* Go to MIT OpenCourseWare
On-line Debate : Flexible Working in the Public Sector : Active September 30th to October 4th - "This online debate focuses on flexible working in the public sector, and is being held in association with Public Policy Forum and BT. The debate is now live, and runs up to and including Friday 4 October. It is aimed at producing a series of policy recommendations for government on how they can boost flexible working. We will also be developing a list of 'top ten' practical tips for public sector managers … To enter the debate straight away, click on 'enter forum' … For the latest news on the debate, plus background information and resources including draft policy recommendations and tips for managers, click on 'news and resources' … And to contact us, and read a step-by-step guide to taking part in the debate, click on 'help and contacts' …"
* NOTE: If you are not already a registered member of the Public Policy Forum, you must Register
* Go to Flexible Working in the Public Sector

Sunday, September 29, 2002

Article : Measures of Learning in Higher Education : By Graeme Daniel and Kevin Cox; Published September 30, 2002 - "’The Traditional University is Dead: Long Live the Distributed University!’, Steve Wheeler's presentation at the European Universities Continuing Education Conference (University of Bergen/May 4-7, 2000) is an effective recasting of the higher education paradigm, and gives 7 good reasons for academic soul-searching; see also James Morrison's 'The University is Dead! Long Live the University!'. Taken together, they constitute a persuasive case for institutions of higher education to consider their positions and redefine roles and practices in the light of rapidly changing circumstances … Comprehensive review processes inevitably entail the examination and restatement of valuation/assessment regimes, as it is through these that institutions demonstrate accountability to stakeholders - that they are in fact making a difference in terms of learning outcomes and the greater good … This week in Web Tools Newsletter we look at some of the ways in which institutions of higher education respond to current expectations through innovative review processes and an array of evaluation and assessment strategies."
* Go to Measures of Learning in Higher Education
Article : Why Salary Bonus and Other ‘Incentives’ Fail to Meet Their Objectives : By R Dale Ashberry; Published September 28, 2002 - "This article was originally conceived to show that incentive programs have failed due to inherent management and personnel problems. The work environments where reward programs are typically used are also very hierarchical and politically charged. No matter how many carrots are put out there, employees can’t get past the day-to-day atmosphere … In the process of researching books covering the topic, all I could seem to find were books on how to implement them! After thinking about it for a while, this seemed very strange. Where were the books that showed the cold hard facts on the success of incentive programs?"
* Go to Why Salary Bonus and Other ‘Incentives’ Fail to Meet Their Objectives
Netcasts (Live and Archived) : EDUCAUSE 2002 : To be broadcast October 2nd and 3rd 2002 - "EDUCAUSE and Internet2 have teamed up to netcast two General Sessions and eight Featured Speakers at this year's conference."
* October 2nd Sessions:
-The University as Ivory Tower and as Public Good - Nancy Cantor
- IT's Up to You! - Marilyn A. McMillan
- California Dreamin': How Planning, People, and Persistence Make Them Real - Hilary J. Baker, and David J. Ernst
- Innovations in Online Learning: Moving Beyond No Significant Difference - Carol A. Twigg
- What's Become of the Digital Library? - Clifford A. Lynch
* October 3rd Sessions:
- Beyond Bandwidth - James D. Bruce
- The Development and Future of the IT World: Higher Education's Role - Douglas Van Houweling
- Reflections on IT Leadership: The Legacy of Diane Balestri - Susan L. Perry, and Martin Ringle
- The New Computing--Revisited - Kenneth C. Green
* Go to EDUCAUSE 2002
Portal : eLexPortal : "provides current information about variations across the EU in legislative and regulatory eCommerce matters as well as related areas such as privacy, VAT, on-line payments, consumer protection and intellectual property. The information is intended for non-specialist entrepreneurs and business people, in particular SMEs, by: presenting eCommerce information relating to legislation and policy in a user-friendly manner, explaining eCommerce regulations including practical information when needed, and providing user-tailored answers about eCommerce legislation and regulatory policy throughout the European Union … Access to this Portal is currently free-of-charge. We welcome (free) registration for access to various on-line services, including: receiving email alerts; submitting contributions for publication on the Portal; accessing the Interactive Forum; and requesting support from the HelpDesk."
* Go to eLexPortal
Summer School (Proceedings) : KM Summer School 2002 - The New Scope of Knowledge Management in Theory and Practice : Held September 2nd to 6th 2002
* Proceedings – “31 papers describing purposes of research, references to existing theories and related works, research methodologies and project results to date have been collected and can be downloaded"
* “All presentations held on the thematic sessions can be downloaded”
* “Please also have a look at the full week's round-up written and kindly provided by Matthew Khoe, Martyn Laycock and Gerry Furlong from University of Greenwich, Business School.”
* Go to KM Summer School 2002, published on the Knowledge Board
* While you at the Knowledge Board, checkout these recent entries:
- KM's Evolution to Date & How Trust Enters the Subject by Ton Zijlstra
- Are Knowledge Workers Truly Valued? by Chris Macrae