Saturday, November 30, 2002

Community : Transknowformance -
The Art and Practice of Knowledge Management :
"promote[s] and encourage[s] the practice of Knowledge Management as a new business management paradigm. Our aspiration is to make this the authoritative KM portal to allow our Malaysian KM practitioners and managers to learn more about the art and practice of KM. It is hoped that this site will be used by KM practitioners who are keen in sharing knowledge to enhance the discipline of KM … We also invite you, as part of this KM community of practitioners, to continue to add value to this new management paradigm and discipline in business management. All KM practitioners are welcomed to contribute and participate in site postings."
* General access content includes: KM in the News, Knowledge (Knowledge Hierarchy, Knowledge Map, Knowledge Ware, What is Knowledge?), Knowledge Management (Benefits of KM, Challenges in Applying KM, How to Function in the K-economy, KM Systems, Learning Organization, What is KM?, Why Do You Need KM), Poll of the Week, Today’s Features, Transknowformance (Transknowformance Methodology, Transknowformance Model, Transknowformance Solutions, What is Transknowformance?)
* Member-only access content includes: 12 Steps to Knowledge Strategy, Assessing You Organization’s KM Competency, Case Reviews, Forum, KM Links, KM White Paper
* NOTE: Membership is free
* Go to Transknowformance
Keynote Presentations : KM Europe 2002 : Held November 13-15, 2002
* Presentations include:
- Overcome the Challenges of Globalisation with New Generation Knowledge Management, Karl Wiig (819 KB PowerPoint, 145 KB Word)
- The Wealth of Knowledge: Reaping Real Profits from Intangible Assets, by Tom Stewart (20 KB Word)
- Complex Knowledge, by Dave Snowden (281 KB)
- Using Knowledge to Raise the Value of Work, by Dan Holtshouse (4.9 MB PowerPoint)
- Strategy in the Knowledge Economy, by Karl-Erik Sveiby (618 KB PDF)
- Baking Knowledge Into Knowledge Work, by Tom Davenport (1.1 MB PowerPoint)
* Go to KM Europe 2002
Network : London Knowledge Management Network : "In London and its surrounding a number of people research in the area of Knowledge Management including but not limited to information retrieval, multimedia databases and search engines, knowledge modelling, dissemination of electronic information, business ontologies, XML etc. The London Knowledge Management Network aims to connect researchers, to discuss the current state of the art, to share resources and best practice, to initiate joint proposals, to organise specific events and so on."
* Go to the London Knowledge Management Network
Organization : Centre for Knowledge Management : "Vision - To be recognised as the leading force in the delivery of innovative solutions, training and teaching in the field of knowledge management … Mission - To enable organisations to build sustainable competitive advantage through management of knowledge … The centre was set up essentially to offer 3 main services to the local business community: Research, Consultancy, Teaching & Training … Expertise is drawn from a wide range of experience within learning organisations, and a deep understanding of the way in which information is communicated. We draw too on experience in identifying and measuring competencies and capabilities within organisations, and in offering solutions to more efficient methods of information and knowledge flow."
* Go to the Centre for Knowledge Management
Workshop Presentations : INSEAD Knowledge Management Workshop : Held July 26, 2002
* Presentations include:
- Fighting Knowledge Fatigue: The Role of Information Overload and Information Quality in Knowledge Management Initiatives, by Martin Eppler (38 slides, 1.2 MB PDF)
- Using KM to Drive Business - Solutions and Organisation at Siemens AG, by Simone Steinruck (38 slide, 1.9 MB)
- Measuring Intellectual Capital – Latest Thoughts and Trends, by Dina Gray(22 slides, 4.9 MB PowerPoint)
* Go to the INSEAD Knowledge Management Workshop

Friday, November 29, 2002

Article : Knowledge Across the Globe, Cultural Implications for Sharing Knowledge : By Vanita Datta and Ben Torrey; Published November 29, 2002 - "Much has been written about the cultural implications for knowledge management and knowledge sharing in modern enterprises. It is generally accepted by practitioners that the greatest hurdles to successful knowledge management are not the technical or process issues, but the cultural issues. Problems frequently raised include concerns about knowledge hoarding and creating an environment that encourages open sharing. In this article, Ben Torrey & Vanita Datta extend this question into the realm of the affect of the an organisation's cultural environment from a geographical perspective. In the past, the question of culture and knowledge management has been related almost exclusively to corporate or organisational culture, not what Ben and Vanita refer to as 'social culture.'"
* Go to Knowledge Across the Globe, Cultural Implications for Sharing Knowledge, posted on the Knowledge Board
Articles (A Series by Monique de Haas) : Cross Media Communication (Interactive Storytelling) : "The essence of cross media communication is to set the user in the middle of the communication process. You entice him or her to come into your story and interact with you (the narrator) or the story itself, as a character (‘avatar’) in the story."
* First Article in the Series:
Cross Media - Just Another Buzzword? (September 2002)
* Second Article in the Series:
Interactive Storytelling Versus Linear Storytelling (October 2002)
* Third Article in the Series:
Rules of Interactive Storytelling in Cross Media Communication (November 2002)
Book (Forthcoming) : Toxic Emotions at Work - How Compassionate Managers Handle Pain and Conflict : By Peter J. Frost; Available January 2003 - "Regardless of the organization or job level, pain-caused by anything from abusive bosses to budget pressures to unexpected traumas-is an inevitable byproduct of work. When pain is acknowledged and managed, it can be transformed from an emotional obstacle to a constructive force for change. But if it is ignored, pain can poison the workplace, hamper productivity, and threaten the bottom line … In Toxic Emotions at Work, Peter J. Frost argues that managers must work to institutionalize compassion if they want to avoid the debilitating effects of pain on performance. A world run on human capital requires human responses to the often harsh realities of business-and most leaders are shirking this vital responsibility. Consequently, self-appointed pain managers-‘toxin handlers’-are currently shouldering the burden of emotional pain for entire organizations … Based on an in-depth study of this pervasive phenomenon, Frost illustrates how managers can recognize and support toxin handlers-and importantly, what they must learn from these individuals in order to take on the critical role of emotional management themselves. The author also reveals the main sources of organizational toxicity, and outlines ways companies can develop and formalize caring and constructive responses.”
* Go to this book at Amazon or Barnes & Noble
Forum Background Papers : Citizens, Businesses, and Governments - Partnerships for Development and Democracy : The Fourth Global Forum on Reinventing Government - To be held 11-13 December 2002
"Focus - Democracy and partnerships for development in the context of globalization; partnerships between the government and business to promote economic growth; and State, corporate and civil society partnerships for social development."
* Papers are grouped into the following sections:
- Part One - Democracy and Development
- Part Two - Globalization, Role of the State and Public Sector Capacity
- Part Three - Partnerships for Growth and Equity
- Part Four - Capacity Development to Achieve Millennium Summit Goals
* Papers are downloadable in PDF format
* Go to Citizens, Businesses, and Governments

Thursday, November 28, 2002

Articles (A Series by Carter Pate) :
The Phoenix Effect :
Based upon the book “The Phoenix Effect: 9 Revitalizing Strategies No Business Can Do Without” by Carter Pate and Harlan Platt (Published February 2002). "The nine strategies also correspond to the chapter titles in their new book:
1. Get to the Point of Pain -- overcome denial and deception and get started.
2. Determine the Scope of your Business -- pick a market you can serve profitably.
3. Orient the Business -- aim your products at the right customers.
4. Manage Scale -- larger size can reduce cost but is no guarantee against failure.
5. Handle Debt -- restructure, renegotiate, and/or merge to enhance value.
6. Get the Most from Assets -- manage working capital to avoid cash crises.
7. Get the Most from Employees -- people not products keep a business going.
8. Getting the Most from Products -- market strategy needs to change with markets.
9. Produce the Product -- consider the options, better, faster, cheaper or outsourcing.
10. Change the Process -- reengineer for better time, cost and quality."
* First Article in the Series:
A New Approach to Corporate Renewal (July 2002)
* Second Article in the Series:
Handling Debt: Finding New Sources of Corporate Wealth (September 2002)
* Third Article in the Series:
Keeping Your Edge—Getting the Most From Employees (November 2002)
* You can also go to this book at Amazon, Barnes & Noble or Indigo
Article (Short) : Thinking Positive About Risk Management : By Frank P. Saladis - "Most sources of information about Risk Management focus on the need to be proactive instead of reactive. The old saying ‘an ounce of prevention is worth a pound of cure’ is right on target when it comes to planning for risk. To put Risk Management in its simplest form it means learning to expect the unexpected. It means that you, the project manager, must start your team thinking about risk situations, prevention ideas and ‘what if’ scenarios at the start of project planning, not when an incident occurs. According to the PMI PMBOK Guide ®, Risk Management includes: Risk Planning, Risk Identification, Qualitative Analysis, Quantitative Analysis, Risk Response, and Monitoring and Control. The process procedures, tools, and techniques provided in the PMBOK ® provide the project manager with the essential framework for a Risk Management Plan and are well worth reading. However, as the project manager, you must take these principles and convert them into understandable and usable tools for your project team members. You have to make sense of the PMBOK for the project team member and non- project manager. Keep in mind that (generally speaking) all project team members want their projects to turn out great. It’s an inherent desire. Emphasize to your team that ‘hoping’ things will work out is not the answer. What the project needs are contingency plans. We need to adapt to various situations quickly and initiate alternatives that have been considered and are ready for implementation."
* Go to Thinking Positive About Risk Management, published in the November 2002 edition of the allPM newsletter
Book (Companion Web Site) : The Heart of Change - Real-Life Stories of How People Change Their Organizations :
By John P. Kotter, Dan S. Cohen; Published August 2002 - "The single most important message in this book is very simple. People change what they do less because we give them analysis that shifts their thinking than because we show them a truth that influences their feelings. This is especially so in large-scale organizational change, where you are dealing with new technologies, mergers and acquisitions, restructurings, new strategies, cultural transformation, globalization, and e-business. In an age of turbulence, when you handle this reality well, you win. Handle it poorly, and it can drive you crazy, cost a great deal of money, and cause a lot of pain."
* Content is organized into the following sections: About the Authors, Change Insight Tool, Contact Us, In the News, Links/Further Reading, News and Events, Online Video Preview, Stories from the Book, The 8 Steps, What is the Heart of Change? And What People Are Saying
* Go to The Heart of Change
* This book was originally cited on SynapShots on June 24th
Workshop Presentations : Shaping Knowledge Behaviours - Rethinking KM : Held November 26, 2002
* Presentations include:
- Improving Knowledge Behaviours: The Role of Organizational Knowledge Supply, by Alan Burton-Jones
- Can We Change the World? A Case Study, by Alan Johnson
- Shaping Knowledge Behaviours, by Harry Scarbrough
* Presentation are downloadable in PDF format
* Go to Shaping Knowledge Behaviours - Rethinking KM, hosted by KIN – The Knowledge & Innovation Network

Wednesday, November 27, 2002

Article : It's All in What You Know - Internet Information and Expert Referral Services : By Reva Basch -
"The free flow of information, from those who knew to those who'd asked, was a core operating principle. Informal knowledge bases accreted over time in public FTP sites, gopher servers, and FAQs. Later, as the user-friendly Web came to overlay the native Net interface that only a nerd could love, online access became increasingly democratized and content more commercialized. Gradually, information-sharing became a commodity—not necessarily with an explicit price tag attached—but often used to attract users and keep them coming back to a site … Web-based information exchange comes in many flavors and forms, from the ad hoc, unmediated sharing of expertise in chat rooms, email groups, and online forums to digital library reference services staffed by degreed professionals. In between lie an interesting assortment of so-called ‘expert services’ that feature self-identified (and sometimes credentialed) authorities poised to tackle anything from quick reference questions to complex and specialized consulting assignments in a variety of fields."
* Go to It's All in What You Know - Internet Information and Expert Referral Services, published in the November 2002 edition of EContent
* Source: Originally encountered on linqx, a Weblog on KM & e-Learning
Report : Better Practices for Retaining Organizational Knowledge :
By Dave De Long; Published November 12, 2002 - "describes a set of ‘better practices’ that organizations are using to address the threat of lost knowledge caused by changing workforce demographics. The challenges of knowledge retention now confront many industries faced with an aging work force, faster turnover among mid-career employees and more competitive recruiting. The early results of the initiatives described here provides useful lessons for executives who recognize that knowledge retention and workforce planning are critical for sustaining future organizational performance."
* Downloadable as a 16-page, 1.1 MB PDF file
* Go to Better Practices for Retaining Organizational Knowledge, from Accenture
* You may also be interested in the background research:
- Uncovering the Hidden Costs of 'Lost Knowledge' in Global Chemical Companies
- Chemicals Industry Leaders: Are You Ready for the Workforce of theFuture?
- Confronting Changing Workforce Demographics in the Chemicals Industry: An overview of the Research
Research Centre : Centre of Community Networking and Information Policy Studies : "Our activity has to do with introducing new technological tools and knowledge into the Russian NGO sector. The first step of this introduction is the implementation of a research program. Main mission of this research agenda is the challenge to make NGOs in NIS become aware of that information once unique to them is now widely available over the Internet and to construct an information network that would act as a professional field of NGOs, federal and municipal bodies and for business mutual interaction. We understand that it is only a tool for their activities and they still have to do their most to achieve their goals but this approach exactly has to do with their being socially active as the ultimate ground for any further development. This program is designated to address sustainability and consistence of changing society in Newly Independent States (NIS) … The program is based on two major premises: firstly - our witnessing technological revolution leading to breakdown of physical barriers of nationwide and worldwide communication and information distribution; and, secondly on the importance of NGO layer (as a civil institute of social inclusion) in bringing a society to a sustainable, democratic values led communities:
A. Research program - Interorganisational Relations in Post Soviet Non-profit Space - time for ICTs … This part of the program allows to define current state of affairs in relations between Russian non-profit sector and achievements in ICTs. Also in this part we are to determine main technical tasks and restrictions we should address to.
B. Assimilation of project thoughts by public organizations throughout the region and all countries (NIS) … Due to unique standing of Russia and NIS countries in modern information and democratic world we will definitely encounter with certain misunderstanding and misfits. This part of the program will address introduction and dissemination of the self-governance and information use and access ideas in the regions.
C. Promotion of innovative interaction between information ‘haves’ and ‘have nots’ and cross cultural communications in the region. At this stage of the program we will be creating a model of a national network of agencies and programs that offer technology access and education to people and NGOs who might otherwise not enjoy such opportunities in Russia and NIS. This model is to be a ground for factual deploying of such network by linking affiliates electronically and sponsoring national and regional meetings at which affiliate representatives engage with colleagues in-person, by providing resources to its members and partners offering the benefit of national and international partnerships and collaborations, and facilitates sharing of experience and expertise via the network.
D. Rising awareness and civic participation. In this section of the program we will look at a possible and experienced abroad infrastructures, ways and methods of letting NGOs and individuals be able to voice their opinions on a various ranges of social and political issues through Internet and/or locally operating Networks. Also there will be an appropriate function of a Community Network defined - providing local residents and organizations with access to community, municipal and government services and resources.
E. Designation of the project initiatives, executive techniques corresponding to the west cultural forms (planning, budget, human resources, partnership etc.) through mutually operated informational networks … This part's task concerns the NGOs' and individuals' outlook on Learning new forms of organization and resource management, on Improving their technological Literacy, awareness and understanding of basic principles of self-governance by virtue of Community Network's activities"
* Content is organized into the following sections: About CCNS, Board, Staff & Contacts; Global Community Networking Movement; News & Events; Programs & Projects; Publications & Resources; Russian Communities Online; and, Subscribe to RUCO-L
* Go to Centre of Community Networking and Information Policy Studies
* Source: Originally encountered on the Development Gateway
Seminar Presentations : Seminar 2 -- Strategies for Knowledge Management Using New Technologies - Who is Doing What in the APS [Australian Public Service] : Held August 22, 2002
* Presentations include:
- Managing enterprises using knowledge management
- Getting value from Information and Knowledge - a case study by IP Australia
- Uncovering expertise
- Expert systems in administrative decision making
- The Edge Project: better decision making for family payments
- Supporting legislation using a rule based system
- The evolution of knowledge management in Austrade
* Go to Strategies for Knowledge Management Using New Technologies
Thought Leaders : Thought Leader Knowledge Network :
"Our comprehensive Trends section records in real-time the popularity and influence of thousands of authors and their writings according to the traffic on this site. We have studied these data over the last few months and on an invitation-only basis we have approached leading experts in academia, consulting, journalism and economics to establish a showcase of their work on We believe that these leading minds represent the best of business today, and we will continue to modify the listings as the rankings on this site change … At, we make a distinction between popularity and influence. Popularity is determined by what is 'in vogue' so an expert's work may receive a lot of attention in a short time and then diminish. Influence however, is a sustaining characteristic of great work that exerts a lasting effect. We have included thought leaders with both these characteristics … Over the next few months, we will be launching additional capabilities that will allow selected thought leaders to publish exclusive commentaries and opinions on a real-time basis. This will allow them to share their perspectives rapidly with you, our executive audience, as the world of business moves much faster than traditional publishing."
* Go to Thought Leader Knowledge Network, from ManyWorlds

Tuesday, November 26, 2002

Answers to Questions
(Offered until December 7th) :
Ask the Expert – Knowledge Management : "Udai Shekawat, CEO and co-founder of Seattle-based AskMe, answers your questions about knowledge management."
* Go to Ask the Expert, host by CIO
Article : It Takes Systems, Not Serendipity - A Blueprint for Building a Disruptive-Innovation Engine :
By Darrell K. Rigby and Alistair Corbett - "Management in established companies may lack the zeal and fervour of their counterparts in start-ups. But by embracing disruptive innovation, managers in incumbents can make even near-behemoths as nimble and fertile as any venture-capital backed start-up."
* Downloadable as a 7-page, 573 KB PDF file
* Go to It Takes Systems, Not Serendipity, published in the November/December edition of the Ivey Business Journal
Other articles of interest include:
- Why innovation happens when happy people fight
- Implementation: There’s more to innovation than great ideas
Book (Forthcoming) : The Six Dilemmas of Collaboration: Inter-organisational Relationships as Drama : By Jim Bryant; Available February 2003 - "When people care passionately, but their visions differ, then resolving a situation makes exceptional demands. Drama theory, upon which this pioneering guide to collaboration is based, provides a rigorous yet subtle framework for handling conflict and co-operation in any management context … Written by one of the originators of the field, and rooted in experience gained over a decade of application, this guide to managing collaboration will be an essential source for managers, consultants and educators seeking to improve the quality of inter-organisational relationships and the effectiveness of collaborative working."
* Table of Contents: Part I: The Challenge / Together / Responses / Paradoxes / Part II: The Drama Framework / Framing Collaboration / Storyboarding / The Six Dilemmas Part III: Enacting / Synopsis / Director's Toolbox / Designs
* Go to this book at Amazon, Barnes & Noble
Editorial : New Context for European Innovation : "six years on from the publication of the ‘First Action Plan for Innovation in Europe’, innovation has become a primary focus of the EU’s drive to grow the European economy. The linear model, in which research is followed by the direct transfer of results to industry, is heading for the history books. It is now clearer than ever that what is required is market-oriented, entrepreneurial innovation. Europe requires people with vision to transform ideas scribbled on the backs of beermats into commercially successful products and processes. With the Action Plan’s initiatives having run their course, and in parallel with the launch of the Sixth Research Framework Programme (FP6) (see 'Bringing researchers and industry closer'), the Commission is preparing a new phase in innovation policy. No longer will there be a separate innovation programme. Instead, innovation activities are to be integrated across FP6, further raising the profile of innovation in EU research programmes. New instruments are being introduced to leverage innovation on a scale sufficient to make a real impact on Europe’s economy. Developing innovation policy requires better understanding of economic activity in Europe. The Community Innovation Survey (see 'Taking the pulse of business innovation') is now in its third cycle, collating innovation data from across Europe and giving greater detail than before on innovative activity among companies. But statistics are open to interpretation. As our article on EU productivity growth (see 'Not so bad after all?') shows, data can often be read in several ways. Would a more optimistic view encourage more European entrepreneurs to take up the challenge of innovation?"
* Available in English, French, German, Italian and Spanish
* Go to New Context for European Innovation, part of the November 2002 edition of Innovation & Technology Transfer
Radio Show : Jump Start Your Business Brain : Held Monday nights from 5 p.m. to 6 p.m. on NPR's WVXU (91.7) in Cincinnati, OH, on the Xstar Radio Network, and worldwide at WVUX; Starring Doug Hall, Founder and C.E.O, Eureka! Ranch and Merwyn Technology & David Wecker, Columnist, Cincinnati Post - "During each show, Doug and David help four often unique guests overcome their sales and marketing issues - providing an eye-opening experience that, like CarTalk, is also fun and entertaining. Each on-air consultation includes a marketing message analysis using Merwyn Technology, the breakthrough artificial wisdom computer that until now, was only available to the largest corporations. It's a dream opportunity for any small businessperson looking to learn how to grow, or any listener looking for great stories and some wow! moments."
* Go to Jump Start Your Business Brain
* Source: Originally encountered on the Don the Idea Guy’s Brain | Blog

Monday, November 25, 2002

e-Government (New Portal) :
e-Gov at the U. S. Office of Personnel Management
(OPM) : "The Office of Personnel Management is adapting to the changing world and provides services to the Government and American public that is citizen centered, results oriented and market driven. The Office of Personnel Management is the managing partner for the Recruitment One-Stop, e-Clearance, Enterprise Human Resource Integration (EHRI), e-Training and e-Payroll initiatives … These initiative support President Bush's Management and Performance Plan for Expanding Electronic Government. The five e-Government initiatives, along with OPM's Retirement Systems Modernization (RSM) encompass the Federal employee's entire work Lifecycle, address human capital issues , and support America's Homeland Security … OPM has a clear vision of its five e-Gov initiatives as an interlocking enterprise system based on the employee life cycle beginning with recruitment, continuing through all aspects of employment, and culminating with retirement. The initiatives that play an integral role in streamlining and improving procedures for moving federal employees through this employment lifecycle. In each phase, OPM will use these initiatives to remove redundancies, reduce response times, eliminate paperwork, and improve coordination among Federal agencies.
* Go to e-Gov at the OPM
* You may also be interested in the OPM’s Human Capital Performance Web site
Presentation : Communities of Practice in the Mining Industry : Presented November 2002 - "how to use communities of practice in the typical 'siloed' mining industry."
* Downloadable as a 12-slide, 523 KB PowerPoint file
* Available in English and Spanish
* Go to Communities of Practice in the Mining Industry, published by efios – “a young consultancy company that focuses on implementations of web based collaboration inside the enterprise”
Presentation : Models of Excellence and Organisational Alignment – How the Self-assessment Can Improve the People Motivation and the Decisions-making Process : Presented by Luca Gambetti - "described the meaning of excellence, explaining how to translate the ‘excellence principles’ into reality. He explained how excellence level could be measured using self-assessment concept and how, after a self-assessment process, an organisation can clearly understand its strengths and weakness … The use of self-assessment techniques is a simple way to involve and to motivate knowledge workers."
* Downloadable as a 21-slide, 801 KB PowerPoint file
* Go to Models of Excellence and Organisational Alignment, posted November 25, 2002 on the Knowledge Board
Training Modules : Knowledge Management (First Drafts) :
* Modules include:
- Knowledge Management – Overview
(8-page, 30 KB)
- Unit 1: Information and communication technologies in knowledge management (61-page, 302 KB)
- Unit 2: Using knowledge for policy, practice and action (16-page, 51 KB)
- Unit 3: Skills for knowledge managers (22-page, 60 KB)
- Unit 4: Using knowledge at the local level (36-page, 105 KB)
- Unit 5: Knowledge networks (27-page, 82 KB)
* NOTE – Feedback is welcomed
* Go to Knowledge Management, published by the Alliance for Health Policy and Systems Research
* Source: Originally encountered in the KM4DEV mail list

Sunday, November 24, 2002

Case Studies : Cases of Organisational Learning in European Chemical Companies : Edited by Martin Fischer and Peter Röben; Published in 2002 - "It is a major objective of the project OrgLearn to identify ways of organisational learning in European companies and to discuss their implications for vocational education and training. This deliverable comprises first results of an empirical investigation into processes of organisational learning in the European chemical industry. Large chemical companies from Belgium, Germany, Italy and the UK were involved in this study. Researchers in the OrgLearn project have carried out more than 100 in-depth-interviews and have observed the learning culture within these companies during numerous visits … Results of research are presented now in the form of case studies. Each chapter begins with a general introduction to the background of the companies involved, to their production and products, to their staff and their employment policy, and to their learning environment. All authors then describe cases of organisational learning that could have been revealed through empirical research. It is important to note that these cases do not merely depict the intentions of the company management but real-life phenomena which could be identified by involving different persons from different levels of hierarchy and thus different views on the same phenomenon. Phenomena were related to criteria of organisational learning which had been developed within the theoretical framework of OrgLearn (see first project publication: Fischer, M. & Röben, P. (eds.): Ways of Organisational Learning in the Chemical Industry and their Impact on Vocational Education and Training – A Literature Review). This happened within the national research crews and also within an overall project meeting where the applicability of the OrgLearn criteria to the cases presented were intensely discussed. It is worth mentioning that cases presented in this publication meet some of these criteria to a considerable extent, but not all criteria could be applied to each case and sometimes only a few aspects of the case described could be related to a criterion. Thus, there is room for further assessment."
* Go to Cases of Organisational Learning in European Chemical Companies
* While you are there, checkout other OrgLearn content
Conference Presentations : Prometheus 2002 - Improving Learning through Technology - Opportunities for All :
Held September 29-30, 2002 (Paris) - "This Conference aims at: Bridging the gap between research results and actual use of the learning technologies by considering the user’s perspectives and experiences; Providing strategies for improving learning through new learning models and tools; Identifying the barriers to the uptake and use of new technologies for learning and looking at the solutions and priorities on a national and European level to improve access; Examining the benefits and limitations of current standards for learning technologies with a view to assuring the quality of e-learning content and services"
* A sample of presentations includes:
- Conversational Learning on Cyberspace
- Learning through computer games: transfer of knowledge building
- Knowledge Management - The Role of Parliaments in Promoting eLearning
- Stimulating mass demand for learning
* Presentations are downloadable in PowerPoint format
* Go to Prometheus 2002
* While you are there, checkout other Prometheus content
Business Game / Simulation :
KM Quest™ :
"provides a web-based gaming environment for learning how to tackle systematically the knowledge management issues relevant to you … developed through the KITS project which is part-funded by the EU. The overall objective of the KITS project, which started in May 2000, is to develop and evaluate a learning environment that comprises an educationally supported, distributed business game in the domain of knowledge management … For those interested in the theoretical background of KITS and KM Quest™, several articles have been written and more are planned."
* Go to KM Quest
Symposium Proceedings (2 sets) :
ECER 2002 - The European Perspective of HRD :
Held September 13, 2002 (Lisbon)
"[Organized] to discuss a few selected issues:
[1] The notion of 'flexible worker' challenging 'professional identity'
[2] Integrating work and learning in organisations, including the shift from skill building to performance improvement and competence development
[3] Knowledge sharing as both managerial and participatory approach."
* A sampling of sessions includes:
- Professionals as flexible workers or portfolio people
- Organisational innovation and learning: Developmental work tasks
- Organisational innovation and learning: Challenges for the actors
* Go to The European Perspective of HRD
* Checkout related Symposium Papers (located at the bottom of the page – Word format)
ECER 2002 - Current Research in European Vocational Education and Human Resource Development :
Held September 11-14, 2002
* A sampling of sessions includes:
- Two work cultures - two learning environments
- A connective model of learning: The implications for work process knowledge
- Integrating work and learning in organisations
* Go to Current Research in European Vocational Education and Human Resource Development , posted by the European Human Resource Development (EHRD) Network