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Monday, May 31, 2010

Knowledge Management Policy

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Knowledge Management Policy
A Knowledge management policy can include various areas like policy statement, purpose, scope, role & responsibilities of individuals & managers. The policy can focus on knowledge management processes like knowledge creation, storing, sharing and so on. The policy can focus on the soft side of KM or the hard part- technology. But we suggest not to include the IT/Intranet policy inside the KM policy. Our KM policy focuses on knowledge sharing and responsibilities of the staff.

Sample Policy:

Policy Statement
KM will enable appropriate knowledge actions with a defined purpose and scope to guide decision-making under a given set of circumstances within the framework of  [ Organization’s name ] objectives and goals. KM will focus on issues of accessing, sharing, integrating and preserving of [ Organization’s name ] knowledge assets to turn it into a knowledge based organization.   

Further Reading :

Sunday, May 30, 2010

Knowledge Audit

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Knowledge Audit
Knowledge audit is a systematic examination and evaluation of organizational knowledge health, which examines organization’s knowledge needs, existing knowledge assets/resources, knowledge flows, future knowledge needs, knowledge gap analysis as well as the behavior of people in sharing and creating knowledge. In one way, a knowledge audit can reveal an organization’s knowledge strengths, weaknesses, opportunities, threats and risks.

A knowledge audit should also include an examination of organization’s strategy, leadership, collaborative, learning culture, technology infrastructure in its various knowledge processes. In order to transform an organization into a learning organization and ensure an effective knowledge management strategy, a knowledge audit should be conducted, which will provide a current state of knowledge capability of the organization and a direction of where and how to improve that capability in order to be competitive in this fast changing knowledge era.

Source  and further Reading:

Naguib Chowdhury , http://www.kmtalk.net/article.php?story=20060905001530455

Friday, May 28, 2010

ITIL V3

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A Set of Best Practices for Managing Your IT Services


Looking for ways to improve customer service and reduce waiting time for responses, ITIL V3 has emerged as an important methodology for businesses who want to change their service processes. Boasting a huge success overseas and two revisions later, the ITIL framework, or Information Technology Infrastructure Library, now has U.S. companies monitor the methodology and learning what can be done for them. In short, the framework helps regulate and monitor services provided to customers in addition to designing new ways to meet customer needs. ITIL V3 is not standard, but supported by the standard (ISO 20000) and certification schemes of the International Standards Organization (ISO).

While used for more than two decades in Europe, however, the ITIL framework has recently become popular in the U.S. Supporters believe that the framework of the methodology can bring much needed maturity to all information technology companies and businesses by meeting needs that may be unrealized. To understand the needs and comprehensive aspects of a business' service cycle that includes the ITIL framework, the background of the framework, and the usefulness of each component of ITIL V3, should be examined.

Background on the ITIL Framework

Developed in 1980 by the United Kingdom Central Computer and Telecommunications Agency (CCTA) after realizing the lack of a methodical approach to IT infrastructure, ITIL has since permeated the European business and service sectors. The CCTA, now called OGC (Office of Government Commerce), continues to work with ITIL by continuously enhancing it and creating new programs.

Recently, however, global companies have begun importing a useful framework in their business in the U.S. and have been satisfied with the results and feedback. ITIL framework, generally referred to as a set of best practices for managing information technology services, ensuring that the company has a system to meet or anticipate customer needs. The latest revision of the methodology, ITIL V3, released in June 2007 and has continued to grow in popularity with U.S. companies.

The Purpose Cycle ITIL

ITIL V3 cycle, fed by the Business Value, consists of Service Strategy, which leads Operation Services, Design Services, and Transitional Services. Includes cycle is continuous Service Improvement element. Many U.S. businesses working with the ITIL framework now understand the benefits of the framework and how it can help manage business solutions and track customer service.

Services strategies, sometimes referred to as the center of ITIL V3, is used to establish a plan to provide customer service. From this point, three sets of work process to convert the plan into action. Design Services to develop and create services to support the plan, and includes the purchase of appropriate software or system and adapt to the specific needs of the company. When a new software system is ready for use, the Transitional Services to ensure that it is implemented correctly by performing control checks or tests. Operations Services to process a request from the customer base and address of company failures in the system. ITIL is the biggest part Continuous Improvement Service, which is a process that continually monitors and regulates services in addition to doing repairs if necessary.

ITIL Certification

Many IT companies now want to send students to study the ITIL framework methodology that can be incorporated into their system. Effective management of the customer base is something that is both small and large companies are always looking for, and many will find it useful to train selected staff in the specification of ITIL V3. Students of the ITIL framework now receive certification based on the level of learning and knowledge.

The most basic certification, Foundation, shows that a person has a fundamental understanding of the principles and terminology of the methodology. Foundation must be achieved before a higher certification can be obtained. Practitioner certification comes in different levels depending on the ITIL V3 processes that individuals use. This level indicates a high level of knowledge in one part of ITIL. Expert (formerly called Manager) indicates the highest level of certification achieved, and shows an assertion is concentrated and comprehensive framework.

The Best Way Managing Your IT Services

ITIL framework offers businesses one of the fastest turnaround times for responses. Methodology when all are designed with customer service in mind. ITIL V3 is a smart system for businesses because it separates the problem, check each process closely, leaving the measured results and set targets to guide road improvements. Due to the nature of the ITIL framework, not meant only for large, global corporations, but small companies that may use the old system.

The latest revision of software, ITIL V3, and its predecessors are commonly referred to as a collection of best practices for managing information technology services. If you need an efficient way to manage your customer service base and shorten the response time in half, perhaps the ITIL framework can impact your company as much as was done for many other U.S. businesses in recent years - by revolutionizing the way companies interact with customers at a level more personal.

Source:
Alan Koch, http://EzineArticles.com/?expert=Alan_Koch

Thursday, May 27, 2010

Knowledge Management Value

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Knowledge Management Value
,As the saying goes, "Knowledge is king." This could not be more correct to move quickly this time the business climate. Knowledge management is a key component in the era of information for companies to evaluate their Intellectual Capital and apply it correctly to innovate and compete with competitors.

What is knowledge management?

Knowledge management is the process the company uses to measure the value of the intellectual value of each employee in the company. Moreover, it is the process used to evaluate and track key metrics associated with the organization of intellectual property can be used to create better services, products and value to shareholders of the corporation.

The tools used to manage information and knowledge varies between organizations, but more and more knowledge organizations hire managers to manage business processes for all stakeholders. These managers leverage knowledge management systems that track, store and index this information for reference assets by business managers, and employees. A simple example of this is probably a business manager is looking for a specific product development skill set. These managers can refer to knowledge management systems and research what might be appropriate or employees who have worked on similar products. This allows the company to improve internal resources quickly and help drive innovation and product development by finding the appropriate resources, with the right skills for the job in hand.

How does a new employee benefit management knowledge?

The existence of a knowledge management program can significantly accelerate the ability for new employees to get up to speed and become productive. Many organizations leverage the management system of learning, and wiki to help manage knowledge. In many cases, new employees will log on to the internal intranet and access these online resources for online training, and knowledge about specific areas related to their work on internal Wiki or intranet. By having this knowledge is managed in an organized format, new employees can get up to speed very quickly in their new roles.

Often times, this system will also have an online organizational structures that help new employees find the key employees who can assist them in things that are different subjects. Tools like these have proved very valuable for companies in the information age.

How can my company started to build a knowledge management system?

Many smaller organizations to mid-size also see the advantage of creating a knowledge management system to become more efficient. If you are in the process of trying to find the best way to approach this, you may find that this is a daunting job. You may not be able to hire a manager's time management knowledge but you still see the need.

To start, look at starting with a simple intranet and Wiki. Both technologies are very simple to implement. Your staff should be internal or outsourced IT can make you go in a few hours with a simple system. A choice of a partner is Media Wiki and Sharepoint Team Services from Microsoft.

Before you implement any system, just sit down and outline all the important information of your company take advantage of sales to customer service. This will get you started in creating a hierarchy of information or knowledge in setting up your Wiki or intranet.

The next step is to get your employees involved. Teach them how to send valuable information to their respective knowledge areas. This can be anything from the process flow diagram. Anything that can be re-used by other employees who may already be in digital form on the network.

Teach employees how to find information online. If they can use Google, they can easily use this tool. You are now on your journey, and can find the two devices were enough to manage basic information needed to run your business.

Source:
Matt Murren, http://EzineArticles.com/?expert=Matt_Murren

Wednesday, May 26, 2010

ITIL Best Practice

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ITIL Best Practice
This paper discusses some of the things your ITIL trainers discussed in your ITIL Foundation Course. ITIL certificate you only your first achievement. Remember, this is not intended to replace the full review or audit but may give impetus and justification for one. This should also help those struggling with stakeholder buy to show the value of applying the principles of ITIL.

Compare the values you measure your customers with an SLA.

Wear your hat ITIL Managers, ITIL training remember you and speak to a customer's senior managers, perhaps in the cooling water, and asked them to explain to you the most important aspects of your services to them. Does the availability of on-line service or production or the speed of Demand Fulfillment? Which caused them greater business difficulties, delays in setting up new users or the time required to obtain approval for the change? Now compare this with the steps in the SLA - whether you measure aspects of the most valuable to your customers, or just things that are easiest for you to measure? We often grow in number in the availability of IT organizations but what really matters 98.5% in the hours lost each week? Is this as important as the hours of services available to them?

Organizations that only measure and report risk customers easily describe the service as "poor" despite all SLA targets are met. Just because it does not meet the SLA business values.

Calculate whether your service can meet the SLA.

Remember, if you can not measure, you can not manage it! Working out the Mean Time between Failures (MTBF) for a critical service and check with your customer what their perception is the interval between the failure is. Calculating the average lost time and check that the availability of services in the SLA could or might be fulfilled.

Identify the most frequent cause of non-availability of this service and determine what steps are being taken to eliminate the cause. Are you thinking about things such proactive involvement in the process of Design Service? Ensuring Operation Services is doing proactive maintenance.

Went looking for positive feedback.

Ask your customers what they think you did well. Maybe you're always trying to solve the problem, which your staff is cooperative and friendly.

Do you promote things you do well? Are they ever at the expense of other activities, more appreciated by your customers, you do not do well? Customers are quick to tell you about your failure, it's human nature. Celebrating success can encourage better performance of your IT staff and improve morale.

Several organizations in over-provide services to some customers, resulting in a very positive perception, providing there is no impact on other services and that cost is not considered excessive is entirely appropriate. It is essential that IT organizations that choose the service elements that will be used to influence customer perceptions.

Always ask "what are we doing wrong" creates a bad perception of your own estimate of services and eliminate the chance of getting customers to think about the positive aspects of your service.

So as an ITIL trainer you will stress your ITIL foundation course, this is just a starter for six, not 10, something to think about.

If you need help, remember sysop offers more than just training. We have a professional services arm we can help ITIL managers like you to understand and bridge the gap. We have developed a Service Management Application package (or SMIP's) that focus on specific areas to quickly identify where the most progress can be made in the shortest time. Helping you to do exactly the kind of activities I discussed in a short time so that you can handle more pieces of the elephant and enhance your customers' perception of IT Services, gaining that all important purchase and keep the momentum going for Repair Service.

Source:
James P Hall, http://EzineArticles.com/?expert=James_P_Hall

Tuesday, May 25, 2010

Knowledge Portal

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What is a Knowledge Portal?

A portal is a Knowledge site that acts as a single source for all information on a specific domain. An effective Knowledge portal offers the user a broad array of information, arranged in a way that is most convenient for the user to access. When designed, implemented and maintained correctly a Knowledge portal becomes the starting or entry point of a Knowledge user introducing him into various information, resources and other sites in the internet. It has the power to draw together a common group of people, common on the basis of their age, profession, location etc.

Portals are browser-based applications that enable activities including connecting business processes within the business and across the supply chain by unifying access to structured and unstructured data, integrating applications to support the business processes as well as providing access to real-time, current and consistent information.
Popular Portals are Yahoo, MSN etc.

Types of Portals:

The portals can be differentiated on the basis of their content and intended users. They can be categorized into:

oVertical Portals (Vortals)

These are Knowledge portals which focus only on one specific industry, domain or vertical. Vertical portals or vortals simply provide tools, information, articles, research and statistics on the specific industry or vertical. As the Knowledge has become a standard tool for business vortals provide an ideal gateway for businesses to market their products & services and to gain exposure within their vertical by developing and using vortals. Classic examples of vertical portals are cnet.com which focuses only on computer and related issues, mp3.com only on mp3 audio etc.

Most of the times, vertical portals offer information and services customized to niche audiences about a particular area of interest. Vertical industry portals, known as vortals, are sites that provide a gateway to information related to a particular industry, such as, insurance, automobiles, etc.

There are innumerable possibilities for establishing special vertical portals on the market. The numerous solutions can be divided into 2 major groups that partially overlap:

1.Corporate Portals:

provide personalized access to selected information of a specific company

2.Commerce Portals:

support business-to-business and business-to-consumer e-commerce

oHorizontal Portals

These are Knowledge portals which focus on a wide array of interests and topics. They focus on general audience and try to present something for everybody. Horizontal portals try act as an entry point of a Knowledge surfer into the internet, providing content on the topic of interest and guiding towards the right direction to fetch more related resources and information. Classic examples of horizontal portals are yahoo.com, msn.com etc which provide visitors with information and on a wide area of topics.

Horizontal portals target the entire Internet community. These sites, often referred to as "megaportals", usually contain search engines and provide the ability for user to personalize the page by offering various channels (i.e. access to other information such as regional weather, stock quotes or news updates).

oIntranet Portals (Enterprise Portals)

These are portals developed and maintained for use by members of the intranet or the enterprise network. In today's demanding business enterprise the key to productivity of the employees depends on access to timely information and resources. The most common implementation of enterprise portals focus on providing employees with this information on a regularly updated manner along with document management system, availability of applications on demand, online training courses and Knowledge casts etc along with communication in the form of emails, messaging, Knowledge meetings etc.

oKnowledge Portals:

Knowledge portals increase the effectiveness of knowledge workers by providing easy access to information that is necessary or helpful to them in one or more specific roles. Knowledge portals are not mere intranet portals since the former are supposed to provide extra functionality such as collaboration services, sophisticated information discovery services and a knowledge map.

oEnterprise Portals

An enterprise portal (sometimes called a corporate portal) provides personalized access to an appropriate range of information about a particular company.

Enterprise portals have become one of the hottest new technologies of the Internet. Initially called intranet portals - enterprise portals existing for the benefit of the company's own employees, this set of technologies has developed to assist and provide access to a company's business partners (suppliers, customers) as well.

As opposed to public Knowledge portals, enterprise portals aim at providing a virtual workplace for each individual using them - executives, employees, suppliers, customers, third-party service providers. Rather than offering access to consumer goods, services, and information, enterprise portals are designed to give each individual using them access to all of the information, business applications, and services needed to perform their jobs.

A company's public Knowledgesite itself is not automatically a corporate portal. It can become one if the Knowledgesite provides personalization and navigation functionality, as many are beginning to do.

More advanced enterprise portal solutions provide access via mobile devices, such as cell phones, PDA's, handheld PC's etc. facilitating on the road work, decision making, and business processes.

oMarketspace Portals

Marketspace portals exist to support the business-to-business and business-to-customer e-commerce.

Major functionalities:

1. software support for e-commerce transactions

2. ability to find and access rich information about the products on sale

3. ability to participate in discussion groups with other vendors and/or buyers


Source:
http://EzineArticles.com/?expert=Gunakesh_Parmar

Saturday, May 22, 2010

Why Knowledge Sharing

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Why Knowledge Sharing
Why Employees Either Hide or Share

As we move closer to the time when nearly 64 million U.S. workers (boomers-representing 40% of the U. S. workforce), savvy employers will put more emphasis on the knowledge it requires of workers, and require that workers be open to sharing their business knowledge within their corporate communities. Here we briefly examine the new knowledge worker and why workers either hide or share knowledge.

The New Knowledge Worker

It was only 25 years ago that a majority of the workforce in the United States was comprised of industrial workers. Management practice was steeped in Taylorism, the management science based on the work of Frederick Winslow Taylor. In the latter part of the 19th century, his time and motion studies turned management into a science. At that time, unskilled labor comprised 90 percent of the workforce at the turn of the previous century; in the 21st century, that figure is closer to 20 percent. Today, a plurality of the workforce is comprised of knowledge workers-yet management still clings to its Tayloristic roots. Incredibly, that is even the case in many organizations that were never industrial to begin with, such as financial services firms and professional services firms.

Thanks to today's collaboration and knowledge sharing tools, a knowledge worker--without leaving his chair--can send e-mail halfway across the globe, attend an online meeting while on an aircraft, and search a database containing millions of documents without leaving their home.

This represents significant progress over the time when the term "cc" literally meant to send a carbon copy of a letter typed on an IBM Selectric, and is nothing less than a sea change that has caught most managers unaware.

The New Knowledge Economy

The challenge facing vendors of knowledge sharing and collaboration tools (a $60 billion market in the aggregate) is in helping their customers move from an industrial age mindset to a knowledge economy mindset. It's actually not a challenge, it's an imperative.

What if a factory owner were to update all his production tools, but continue to manage as if the old ones were still present? Unlikely, illogical, unproductive--those terms all come to mind. What if it were not just one factory, but companies with as many as 56 million employees in the aggregate? Such is the challenge of managing in the knowledge economy where, in the past 10 years, the vast majority of the tools used by knowledge workers have been replaced. The only problem is we practice management as if our old tools were still in place.

As a result, the situation in many companies today is similar to automating a bad manual process; you get the same problems but they occur at a faster rate. Perhaps we have, along the way, forgotten what management actually is. Management is the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources. In the knowledge economy, the majority of resources are human.

Outdated Management Practices Limit Progress

Outdated management practices have become a huge headache for tens of thousands of businesses. They also present a challenge to vendors of knowledge sharing and collaboration tools, because it means that their customers are largely using those tools with an industrial-age mindset.

A robust leadership development (LD) program will ensure the next generation of workers in your organization is prepared and ready to move-up just when the company needs them most. Now is the time to build your (LD) program. And don't forget that a great part of a robust leadership development program is to ensure an environment where knowledge is revered and shared, not hoarded and hide. Take a close look and study the four reasons why employees hide knowledge (listed below). Your mission is to turn this around.

If the majority of resources in the knowledge economy are human, (and businesses now operate in this new knowledge economy), then their approach to management has to shift--in the way it manages its most precious resource--humans.

Six Reasons for Knowledge Loss

The BP Oil knowledge management (KM) study lists six reasons for knowledge loss within an organization:

1. Employees leaving for a better position.

2. Employees being promoted.

3. Employees relocating.

4. Company or organizational downsizing.

5. Temporary workers leaving the company.

6. Employees who are retiring.

All of these reasons call for a community where this knowledge can be
shared before these workers depart.

Four Reasons Employee Hide Knowledge

Professor David Zweig, University of Toronto, Susan Brodt of Queens University, and several colleagues have been studying why people are reluctant to share their knowledge. These researchers found that people with critical knowledge often protect it as if it were their own property, and they will engage in behaviors to hide knowledge from others. Zweig concluded that if organizations want to promote knowledge sharing (and it's certainly in their best interests to do so), they need to enhance the workplace climate and make knowledge sharing and collaboration a norm in the workplace. Zweig identified four reasons employees engage in knowledge hiding:

1. Employees believe an injustice has been done to them and are distrustful of management.

2. Employees are afraid of negative performance evaluations.

3. It festers in the organizational culture (a culture of not sharing and being secretive).

4. Employees believe hanging on to their job knowledge gives them a sense of power and importance because they have specific information that no one else has.

The One Reason Employees Share Knowledge

Conversely, research found the prime reason for sharing one's knowledge is to trade it for other knowledge or unspoken future obligations. To this, organizations have to create an environment which allows workers to freely share and disseminate their work knowledge.

Source: 
[1] Cubie King, http://EzineArticles.com/?expert=Cubie_King

Thursday, May 20, 2010

Knowledge Base Software

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Most companies use the Knowledge Base Software to manage information and data relating to their employees and their customers. Most of the companies stressed the importance of the Knowledge Base Software that really helps them improve customer experiences and satisfaction levels. Using the Knowledge Base Software they can manage a sophisticated level privileges to access the data. Users can access the Administrator Knowledge Base to find answers to their queries.

Knowledge Base Software products integrate digital asset management, content aggregation and distribution. They allow users to maintain and access critical digital assets in a workflow is right and just below the head, making it easier for other users to search. Some companies offer a system with document management, business process automation, and portals to access content. Several products are available in the market continued to integrate many pieces of records management, Web publishing, imaging, workflow, knowledge management and collaboration software. Collaboration module allows people inside and outside the organization to participate in the sharing of documents and tasks and to communicate through the discussion thread.

Business Benefits

Basic knowledge of the system to improve its operational efficiency. This system, together with exceptional customer service helps to reduce the costs associated with customer interactions and ensure the loyalty of customers with timely customer support. This helps to increase revenue and improve agent productivity of a firm. Knowledge base system provides an integrated solution to support the Customer by the history of shared interaction, customer and corporate data and common tools across all lines of communication, providing a positive experience for customers.

Resource Sharing Knowledgebase

Basic knowledge in software utilizing the resources of a company. This helps create, manage, and generate public response, and other important information in Knowledgebase Software. Basic knowledge of software systems also make sure that convey a consistent message at the supermarket and help service channels and improving first contact resolution.

Process Using the Knowledge Base rapid Questions Customer Interaction Hub

All communication through a central knowledge base for queuing and routing of interaction goals and to show the customer interaction in a single view.

Continuous improvement drives with solid-wide Reporting System
Knowledge base software allows management to continuously agent and team performance improvement. Management can do this quite easily by accessing in-depth analytical dashboard and big-picture strategic reports.

Integrate with 3rd party systems to maximize the CIM Knowledge base
Knowledge base software can also be integrated with 3rd party systems and other back office applications that help speed and quality of service.

Source
[1]Shah Salman, http://EzineArticles.com/?expert=Shah_Salman

Wednesday, May 19, 2010

Collaborative Knowledge Management

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In our world, we have from the industrial age to the age of computers, and many researchers believe that we have towards the information age and knowledge age but there are many people who say we are already there. With the technology continues to grow, we reach the point where the machines do the majority of people think and work in collaborative knowledge management of this thinking.

There is no real definition of collaborative knowledge management or CKM. But, you can think of CKM as a process in which organizations generate value from intellectual and knowledge-based assets. When you get the value of those assets, you have to share with your employees, departments, and even competition with another company to design the best practices of that knowledge.

We can also define collaborative knowledge management, as well as tools that support team members and share information that can contribute to the knowledge base system. The core is basically what all the needs of every person to make a wide range of advantages in this world and this is all considered to be a collaborative knowledge management.

For example, the company has been researching a new product that they want to create. They are a company of ideas but to make money from this product, they will need to include people who own the material to create a product, they must include a designer who will take the material and actually make a product, and they must include the marketing people will market and sell the product. This does not even mention the lawyers and business people that you need to include to get the patent.

This is an example of collaborative knowledge management. This company has taken the knowledge and share them with other several different companies to provide the knowledge that the value for the group as a whole because everyone will make a profit. Management types occur every day but in today's technology, the business people who try to take advantage of actual ideas about collaborative knowledge management and installing it into a software that will make it more concrete and applicable. With other words, they tried to put a value on the idea that places values on each other the idea of knowledge. If there are ways to make money, no matter how many layers you create from an idea

Article Source:
[1] Sanjesh Reddy, http://EzineArticles.com/?expert=Sanjesh_Reddy

Sunday, May 16, 2010

Innovation

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Innovation - Is There Such a Thing As Best Practice?


On many blogs and websites there is evidence of people asking for examples of best practice in Innovation and many (often poor) responses. The question is are those seeking an answer asking for the impossible and are those providing answers actually talking gibberish?

I have no doubt that the pleas for help are genuine but do those behind them know what they are asking for (and even why)? Those seeking knowledge about Innovation often do so for four main reasons:

* They are stuck and want some (free) help to extract themselves from the mire
* They are thinking about Innovation and believe that if they obtain the correct formula they can 'wing it' without really understanding the process
* They are thinking about Innovation and want to have everything planned before they start
* They are trying to set themselves up as gurus and want to attain 'guru ship' the easy way

Each of these reasons stems from a belief that there is one true way, which is not the case. There are many examples of 'best practice' being borrowed or transferred and working less effectively, or even not all, in its new environment. Environment and context are key here.

Consider the simple example of constructing a model aircraft from a kit made of plastic components, paint and glue. Such a kit made in Europe might be assembled with no problem in Europe or the USA but for reasons of heat or humidity there might be issues in India, that is unless someone with knowledge of the components of the kit and local environmental issues assists.

So when a kindly soul provides you with a copy of the One Minute Innovator and states 'it worked for me' you need to make sure you pay attention to the following:

* Go elsewhere and obtain information about as many information projects as you can and learn from both successes and failures
* Try and map the information you have onto your copy of the One Minute Innovator to get some sort of plan together
* Thoroughly understand the differences between the examples given and your own environment paying particular attention to both corporate and organisational culture
* Be prepared to learn as you go along and change your plans on the fly

Remember, 'best practice' transferred and applied without contextual knowledge is as much use as a chocolate teapot.

Derek Cheshire is an expert, speaker, consultant and facilitator in the areas of Business Creativity, Innovation and Idea Generation. He is creator of the Innovation Toolkit, and co creator of workshops such as Creating The Difference, Creativity as a Business Tool, Sticky Strategy and The Idea Factory. Derek is also a director of the PRD Partnership, experts in commercialising ideas.



Source:
Derek Cheshire,http://EzineArticles.com/?expert=Derek_Cheshire

Saturday, May 15, 2010

Knowedge Management Challenge

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Knowedge Management Challenge
Most of the challenges in knowledge management primarily stem from the types of knowledge reuse situations and purposes. Knowledge workers may produce knowledge that they themselves reuse while working. However, each knowledge re-use situation is unique in terms of requirements and context. Whenever these differences between the knowledge re-use situations are ignored, the organization faces various challenges in implementing its knowledge management practices. Some of the common challenges resulting due to this and other factors are listed below.

Data Accuracy: Valuable raw data generated by a particular group within an organization may need to be validated before being transformed into normalized or consistent content.
Data Interpretation: Information derived by one group may need to be mapped to a standard context in order to be meaningful to someone else in the organization.

Data Relevancy: The quality and value of knowledge depend on relevance. Knowledge that lacks relevance simply adds complexity, cost, and risk to an organization without any compensating benefits. If the data does not support or truly answer the question being asked by the user, it requires the appropriate meta-data (data about data) to be held in the knowledge management solution.

Ability of the data to support/deny hypotheses: Does the information truly support decision-making? Does the knowledge management solution include a statistical or rule-based model for the workflow within which the question is being asked?

Adoption of knowledge management solutions: Do organizational cultures foster and support voluntary usage of knowledge management solutions?

Knowledge bases tend to be very complex and large: When knowledge databases become very large and complex, it puts the organization in a fix. The organization could cleanse the system of very old files, thus diluting its own knowledge management initiative. Alternatively, it could set up another team to cleanse the database of redundant files, thus increasing its costs substantially. Apart from these, the real challenge for an organization could be to monitor various departments and ensure that they take responsibility for keeping their repositories clean of redundant files.

Source:
[1] http://EzineArticles.com/?expert=Kristy_Annely

Monday, May 10, 2010

Knowledge Worker Management

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Future Knowledge Worker Management - From Work-For-Hire to Intellectual Capital Co-Ownership

Knowledge Worker

Abstract

Last 50 years caused a great transformation in the landscape industry. The emphasis shifts from the manager of manufacturing technology and management to service and ultimately to knowledge management. The Internet has revolutionized the way business is done across borders and cultures and also to make knowledge easily available. Employers now have a way to reach markets around the world with little cost. This puts them in a stronger position because the new lower capital requirements to build a business and has given symmetry more bargaining power for knowledge workers than in the past. Knowledge workers are different and therefore must be managed differently because they tend to be more loyal to their profession rather than the organizations they work. One of the main challenges for human resource managers apart from recruiting and retaining knowledge workers is to find ways to motivate them. This paper was refused employment settings-for-hire and not supporting the ownership of knowledge sharing scenario that generally can produce better results for all stakeholders.

Introduction

Rapid technological advances of the 20th century and major changes in global political landscape has dramatically changed the environment for any organization today. Before and shortly after World War II (WWII) managerial focus mainly on manufacturing efficiency, but a row to open international markets that lead to economic globalization organizations are faced with issues far more complex, such as managing the human factor, different cultures, and rapid increase in competition (Wren, 2005). Although the shift from manufacturing to service excellence and excellence from a national focus to the global front began after World War II, the adaptation of management to alter these forces is still an ongoing process.

Some coping mechanisms used by managers to cope with new risks and dynamics of the current complex environment of organizations. Some coping mechanisms have failed and some have worked in the past but will not continue to work in the future because the underlying assumptions are no longer valued. Diversification, for example, has long been touted as a promising tool of risk management, but the current economic crisis and the failure of dozens of financial institutions around the world are an indication that there may be too much reliance on diversification after all. Drucker (2006) suggest that organizations can only be effective if they focus on one task only. With diversification, as stated by Drucker, organizational performance capacity is destroyed. Possible explanations for conflicting results is larger at the same switching costs between activities within the organization and increased administrative overhead to manage multiple businesses.

As organizations become more complex environment, the organization responded by collecting more information. Drucker (2006) criticized, however, that companies most often used simply to track the basic information of the past rather than future actions on it. Today the sheer volume of information collected and conclusions from that image quality is an additional challenge to management. Rather than simply responding to information, organizations must be designed around tomorrow information and create value and wealth in order to survive (2006). One of the important information should continue to monitor the organization is a set of basic assumptions on which the organization has been built.

Drucker (2006) also asserted that the business crisis often comes from the fact that the organization is built on assumptions that no longer hold true. Business, then, need to constantly reaffirm that their assumptions are still correct and revise their internal structure to accommodate changes in their environment has become necessary. Intelligent forms of adaptation that Drucker favors can be interpreted as a form of critical thinking and self-awareness organizations.

As the great thinkers in the field of management consulting and practice, Drucker to realize that the human factor has become more important than ever. Because the transition from touch labor for knowledge workers, the relationship between management and labor need to change from command-to-control and leadership by empowering employees. Drucker's main criticism is that managers tend to be too isolated from their labor and do not spend enough time communicating with employees. Failure to listen to employees is why managers have trouble to build a trusting relationship with their workforce and consequently difficult to motivate their teams. While the forces internal to the organization needs to be managed appropriately, there are also external forces that affect human resources management discipline of the future.

organization in the future will be exposed to higher degrees and frequency changes (Aghazadeh, 2003). Competition is rooted in globalization and technology will continue to intensify and businesses will increase their emphasis on the creation of intellectual capital. Furthermore, as many organizations will seek to increase their profits through growth and consolidation, the new knowledge economy will need to find new ways to maintain and protect intellectual capital in the light of these developments (2003). To overcome the forces of the organization that began to build in the last two decades, new forms of organization emerged. Virtual organizations, supported by low-cost technology and communications, bringing some relief to the forces but also some new challenges.

Virtual organizations have started to affect managerial practices and their impact would be strengthened because of the wide dissemination, especially in the form of hybrids, namely the traditional organization that has a virtual component. One form of partial hybrid is the virtualization of traditional office known as telecommuting or teleworking (Sparrow & Daniels, 1999). The Company realized at the turn of the millennium that the technology could produce cost savings and flexibility of a few even in the traditional office environment. Telecommuting to reduce or eliminate commuting time, and providing greater job autonomy for workers. Workers can save money by having to spend less on lunches and clothing and employment benefits of less stress. Unfortunately, virtualization also brings negative side effects, such as an increase in working hours, higher stress levels of home-related, and changes in social relations between members of the team (1999). Sparrow and Daniels found that individuals vary widely in their ability to adapt to a working home office environment, and that working from home requires different skills than traditional office work. Strong impact on the organization seems more pure virtual and entrepreneurs, however, because telecommuters usually only spend most of their time at home and mostly at the office. Virtual work arrangements found to promote the routinization, longer hours, increased job demands, the decline in clarity of roles, poor physical working conditions, career opportunities are fewer, and less social support from colleagues.

Many of these negative effects will be reduced because of improvements in computer technology and the skills of workers in the future, however, human resource departments need to find ways to motivate and train workers to become productive in a virtual setting. Setting up a virtual organization can be a tool to benefit from globalization. For example, companies can reduce travel costs and benefits of lower labor costs and operations disrupted by the deployment of their workforce around the world. Because competitors are going to be easy to catch a virtual organization settings opportunity, ignore or avoid the virtual work environment will not be an option in the future because maybe this time, but rather, managers need to reflect the style of management and communication skills and find new ways to handle the increased work environment the lack of face-to-face communication.

Another trend affecting human resource management is that the U.S. economy gradually shifted from manufacturing to services. In 1970, 27% of workers employed in manufacturing, while with the turn of this century the percentage falls below 15% (Konrad & Deckop, 2001). At the same time, female labor force participation rate was about twice 31-63%. Konrad and Deckop further found that incentive pay schemes have been gaining popularity and that skills shortages will continue to be a threat to U.S. companies. In addition, there will be increased outsourcing even for small and medium business and labor will continue to become more diverse (2001). The shift from manufacturing to services in the industry resulted in a shift in management focus from managing technology to managing people. managers What will tomorrow face new problems and how human capital should be managed?

One new challenge for organizations today is the Internet. As predicted long ago by Ettorre and McNerney (1995), the Internet has strengthened the bargaining power of employees because the Internet empowers people to become self-employed to reduce the costs for entrepreneurs and exposing them to markets worldwide. Employers are losing their grip on the employees because there are many opportunities to make money as an online entrepreneur. To a certain level and by establishing some kind of business on the internet, people will not have to work for the organization at all in the future. Technology has enabled businesses to reach customers globally with a very low cost, and for various types of products and services, individual entrepreneurs are now in direct competition with large multinational companies. The possibility of individuals to compete directly with the companies charge a large risk for many industry sectors, then, managers must find a strategy to protect their businesses and to attract and retain key employees.

With the transition from manufacturing to services, a new type appeared several business and professional services industries have become strong players in the market. As professional services firms, such as law firms, designers, and software companies, are becoming more commonplace in the future, human resource management needs to adapt to such knowledge-intensive corporate environments.

Knowledge-intensive firms are characterized by using people with higher education that provides knowledge-intensive services and products (Teo, Lakhani, & Brown, 2008). Often there is a link to scientific knowledge in the field of corporate expertise and products and services tend to be customized and delivered by experts in the company. Another important characteristic of knowledge intensive firms is that they are involved in intensive interaction with their clients in order to perform their services (2008). Because the level of interaction is required and all the other unique features of professional services firms, human resource management needs to develop a place more emphasis on the social intelligence of their workforce. In addition, because the knowledge-intensive companies have internal and external structure of the complex, the human resources department should use the performance management system that requires employees to set goals and align with corporate environment. Additionally, employees of the company, knowledge workers are called, must be recognized and rewarded for those contributions, ideally using continuous feedback (2008).

Knowledge Workers in the Present

The future will bring many new challenges to the theory and practice of management. Three major trends affecting the management of knowledge workers is likely to globalization, technology, and shifts in workforce demographics (Ruona, Lynham, & Chermack, 2003). The success of knowledge workers and organizations in which they operate will depend greatly on their learning abilities. Competitive advantage in the future because it is likely to come from the development of superior human resources. This will need more quickly, more efficiently, and the whole nation and place. human resource departments need to find ways to learn and produce results faster. As businesses move more quickly in the future from this moment, the responsiveness of the organization will be more critical in the future (2003). Organizations, however, can only be responsive when people they are understood and properly motivated.

Age of knowledge as we know it today has just begun. In a growing economy after World War II, workers have migrated from agriculture to manufacturing and then from manufacturing to service-based work. (Despres, & Hiltrop, 1995). In the OECD countries more than 60% of the workforce used by the service industry (1995). After World War II, beyond the management theory of bureaucracy and engineering perspective for psychosocial and humanistic concepts before finally reaching an understanding of the system. At the same time, the revolution of information encourage the creation of knowledge in the industry.

Today knowledge is often the main aspects of the production rather than sold, it is shared, but, as has been known since the beginning of time, it is impossible to separate knowledge from whoever created it (Despres, & Hiltrop, 1995). In addition to knowledge is not dispersed and workers, human resources will need to promote some special work practices of knowledge-intensive firms. Workers need to challenge accepted wisdom and intuitive, experimental, and knowledge of all systems within the company. In addition, incentive systems should be installed to promote sharing of knowledge and information throughout the organization. One form of the success of an assessment system that has been proven to achieve these objectives into account the interface points of all workers, such as bosses, coworkers, customers, and subordinates. Given that more than 50% of all workers report that they are unhappy about their salaries and bonuses in general, resources need to work on the scheme and improve the framework for the future (1995).

Recently, the chin (2008) proposed a more radical approach to solve the problem of management of knowledge workers. From an interdisciplinary standpoint, chin to make a few observations that are essential for the management and understanding of the knowledge worker. Chin noted that knowledge workers can not be managed through traditional methods. Analogies from anthropology is that all biological systems organize themselves and adapt their behavior to environmental stimuli. Chin indicates that the hierarchical social system is man-made and does not support self-organization, thus, rigidity of hierarchical system is rooted in their inability to organize themselves and adapt to environmental changes. When organizations promote themselves, so that the chin, social capital will come from a larger group interaction. As a result, such organizations benefit from a more committed and activities intraentrepreneurship (2008).

anthropological studies show that humans lived 200,000 years ago in a group of self-government with a high level of reciprocity in which members are autonomous and will lead in turn based on their expertise rather than rank or seniority (chin, 2008). Because all human interactions reflect the principles of self-organization, it is necessary to promote the principles in the organization and gradually means a shift from hierarchical control of the self-regulatory groups. Chin predict the intensification of work in the future knowledge will lead the organization to rediscover the principles of self-organization, however, this "un-management" of knowledge workers in the so-called Knowledge Age will require different skills with superior-subordinate general settings in the system hierarchy. As a company that tries to spread self-organization today, there are many internal conflicts due to incompatibility of ideologies, practices, and reward schemes. Given the observation of the chin, a community organization and is currently in a transition phase towards self-organization?

Knowledge-intensive companies have been there for quite a long time, but the majority in certain industries, such as law, medicine, architecture, etc. Since the Era of Knowledge begins today affects most industries and companies continue to consolidate and develop, become more difficult to motivate the workforce . Knowledge, however, became the most important asset for many organizations today, it should be divided, if not, the company will not be able to use it. But how can organizations facilitate the exchange of knowledge? Apparently this is one of the major obstacles today and the human resources department can do much about it. Forstenlechner and Lettice (2007) found that cultural differences can become a major obstacle and exchange information and knowledge is very inefficient, especially in industry and culture in which individuality is expected in the past. For example, in the past, attorneys and general practitioners who work on their own but as this increases the competitive strength of the medical and legal offices to find the scope and scale economies in consolidating.

The mentality of the association, however, did not follow the trend and lawyers tend to remain individualistic (Forstenlechner & Lettice, 2007). Most knowledge management in industries fail because of lack of time, lack of incentives, and the individuality of workers. In individualistic cultures, which are peculiar to the Western countries that score low on collectivism, therefore it is not surprising that 74% of workers in the offices of the law only feel motivated to share knowledge if knowledge sharing activities are considered in the assessment system. Peer recognition and award a one-time, on the other hand, scored lower by 59% and 43%, respectively (2007). The desire of individuals to share information because it is important to the success of the company and companies need to find ways to re-educate the work force their workers to embrace the sharing of knowledge. Companies need to build internal knowledge and intellectual capital to survive, but they will not be able to do so if the knowledge worker failed to cooperate. Selection of personnel and appropriate motivation to share knowledge will be one of the main challenges for the future of the human resources department and theorist.

Adelstein (2007) took the extreme point to the analogy of comparing the knowledge worker to Icarus. Adelstein noted that as the world economy is constantly changing and growing together, manufacturing will move to third world countries and so-called first world countries will need to set themselves apart by the quality and quantity of knowledge they have and create. Adelstein holds that knowledge is an important asset and that the organization has a need to be protected against theft and misuse of knowledge. This ideology is unfortunately very common and is reflected in the practices of companies that most today. Another viewpoint, which may not have yet a lot of popularity in the media, is the opposite idea; organizations want to protect and have what actually belongs to that knowledge workers. If knowledge protectable per se, there will be legal instruments, particularly intellectual property law, like copyright and patent law, to protect that knowledge. It appears that our society has realized the need to protect the investment from the inventors by giving them a patent, but by explicitly limiting the life of the patent for the most 20 years and limit the scope of patent law enforcement agencies have adopted policies to balance between maintaining a strong level of competition and protect inventors and investment to a certain level. One could argue, then, that the organization may have an interest in the knowledge that is created by knowledge workers, but there should be no automatic claim to it because mere employment.

The question then is whether the organization will still be paying job or a knowledge worker to achieve the knowledge they create. Rhetorical question is then where the boundary of the property of knowledge? Would be ridiculous for an organization to charge its employees for the experience they gained while working for the organization. Similarly, non-compete clause legal in some countries the target to protect trade secrets "and other information, but many states and countries do not uphold such clauses and other countries do so only if the consideration received for it by the workers and only if there a substantial interest to be protected by the company.

Treatment of non-compete within the legal discussions reflect the current stage of our transition as a community. Knowledge Era is likely to bring new, unexpected challenges for management theory and the old would appear too much. For example, Wren (2005) noted how the workers responded by deliberately reducing the output of their work, such as limiting the number of sheets per hour. It is then expected that the knowledge worker, who thought they had reason to retaliate, would reduce the quality of their work to a minimum, just enough to get passed "quality control" and meet the requirements. knowledge worker would deliberately interfere with the process and failed to cooperate and to hoard rather than share the knowledge. As knowledge becomes a valuable asset and layoffs of workers considered high risk, they may try to secure their position by engaging in politics and by treating knowledge as what it is: an asset. This situation is very common, especially in companies that do not respect their knowledge workers for their achievements. The challenge, then, is to better understand the Age of Knowledge and knowledge workers and their special needs. human resources department can tailor specifically to the needs of knowledge workers and greatly affect how they understand and succeed in their work environment.

Knowledge Workers in the Future

So what knowledge workers want and need? As the above discussion has shown, Knowledge Era has brought many new opportunities such as the need to work for an organization begins to diminish at all, thus attracting and retaining knowledge workers and knowledge they will depend on understanding the situation.

Studies conducted by Yigitcanlar, Baum, and Horton (2007) took a very broad perspective by looking at the cities where the knowledge-intensive organizations operate successfully. They found that knowledge workers need a rich environment in the retail and professional sports and music. In addition, childcare, schools and higher education and health care are also key considerations of knowledge workers. Furthermore, the demand for knowledge workers and an affordable housing cost for a rich retirement. Knowledge workers prefer urban, cosmopolitan environment that is rich in time and offer good transportation facilities (2007). This organization aims to attract a certain type of labor because they have to focus on the environment that meets the requirements, but many of the requirements change as an organization founded on a large scale. For example, housing costs can be expected to increase when several major organizations established offices in certain regions, making it difficult for organizations to manage their environment. These organizations can, however, tried to offer additional incentives such as child care in the area where the facility is short of supply.

Contingent work, as a child working knowledge class, a practice that is expected to get more popularity in the next decade (Redpath, Hurst, & Devine, 2007). Redpath, Hurst and contingent workers Devine survey revealed that most of them would prefer a job that is not contingent but was still useful. They like working in different industries, projects and companies and benefit from higher wages and generally more interesting tasks. The more contingent workers are given greater independence and can choose how and where they finished their work. This additional flexibility also helps them to reduce stress in their personal lives, such as by having more time to spend with their children.

It appears that the organization gradually began to realize more value must be communicated to the workers and pay higher and additional flexibility in the work environment are just two examples of a new wave of bargaining between the organization and workforce. Other transitions taking place today is that the human factor is found much more important to knowledge workers than the workers at the touch of the past. Pyöriä (2007) argues that human relationships should be respected because it is much higher by the company's knowledge intensive rather than technology. Technology can be bought, however, needs to be preserved and cultivated talents. Pyöriä find that technology has generally been considered too high and it only helps the automation and coordination. This could explain why some many knowledge management initiatives fail because organizations have ignored the human factor with too much emphasis on technology. What can be done in a few large companies is to appoint a facilitator of knowledge that can help other workers to study, organize, draft, and share knowledge. Given that many knowledge management systems are not successful because the mismatching of organizational culture, the facilitator can help to gradually change the culture and perception of the company towards a more cooperative environment.

human resources department should also keep an eye on the variables that influence job satisfaction of their knowledge workers Lee-Kelley, Blackman, and Hurst (2007) found that shared vision, systems thinking, and team learning is a skill that must be sought in new members but the organization must also provide opportunities for knowledge workers to develop their skills. This can be achieved by providing challenging work and requires the workers to come up with new ideas. In effect this is actually the involvement of employees and also help reduce turnover and increase job satisfaction (2007).

Reduce the bond between knowledge workers and organizations where they work must also be a major concern for human resource practitioners. Knowledge workers have the knowledge of non-substitutable and not dependent on their employers are given the skills and knowledge were scarce (Donnelly, 2006). In addition, the so-called psychological contract between employer and no longer employees but the knowledge worker loyalty slowly shifts towards their career and profession rather than a company that employs (O'Donohue, Sheehan, Hecker, & Holland, 2007). As successful knowledge workers to reach seniority, they seem to develop self-actualization needs that exceed the individual and the organization. Knowledge workers need to contribute to the body of knowledge of their profession and industry, so it can be expected that the workforce in the future will be far more autonomous and independent. Command is in the-and-control structure, which still dominates the landscape of the organization today, apparently against the self-sufficiency, how human resources can go about managing these people?

Successful knowledge workers intrinsic learners, need less structure and more flexibility to expand. Courtney, Navarro, and O'Hare (2007) proposed the Dynamic Organic Transformational (DOT) team model to support high-performance teams of knowledge workers. There are five dimensions in knowledge worker teams: goals, people, partnerships, processes, and performance. DOT model is built on three main assumptions about the team. First, the knowledge worker dynamic team and need to have a holistic view of the organization. Second, a team of experts can only thrive when they are directing themselves and therefore need an organic environment. Third, the team needs to learn the organizational culture to create an environment that encourages innovation, high performance, and effectiveness.

Dynamic view of the team recently extended and applied to the leading concepts and Helgo Karl (2008). According to their research, the concept of leadership will need to become more dynamic in the future. At this time there's too much fixation on the leader in management theory rather than followers. Because leadership is a temporary phenomenon in groups, it emerged from an internal group interaction; hence, a leader can not be understood separately from the group. Social interaction within the group is a feedback mechanism and also the form of leaders or groups. Trying to analyze the leadership without focusing on the followers, then, shifts the emphasis from group analysis. This group, however, is actually maintaining the land for activities and group dynamics within the group is what the leaders reached to exploit.

Copyright 2009 by Savas Papadopoulos, FastNeuron Inc Savas Papadopoulos is a software business consultant with FastNeuron Inc http://www.fastneuron.com. He can be reached at 410 571 5950 or via email: savas@fastneuron.com


Resource:
[1] By Savas Papadopoulos, http://EzineArticles.com/?expert=Savas_Papadopoulos

Saturday, May 8, 2010

Knowledge Development

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The Law of Consistent Knowledge Development - Why Development Oriented Cultures Keep Developing


New generation is born every day, and the world that they received as it has been engaged in further development. Generation born in the eighties did not have the advantages the computer revolution and ways to spend their leisure time, the amount of music available to stay in their high-tech age of vinyl, and understanding of the cosmos is not so far today. Two reasons why an individual establishment or the entire culture continues to grow in knowledge development and in the number of which extend it.

The reason why we can say that new generations are born every day comes from the fact that no matter how we place the boundary between the generation rate of 30-40 new or used because of some arbitrary rule, there are always individuals who are older than 30-40 people born today in for example. This produces a constant flow of new generation to be born but not for a world that will be exactly the same as it was for a birth in the days ahead. For example, the daily work done by scientists with the causes of their number constant flow of new data that will be born, the amount of knowledge in general and enhance the data already stored as accurately have been replaced with more accurate data.



Sense of representation of reality conditions of individuals in the relativity with the knowledge gained. If knowledge is developed further, the individual is conditioned by the knowledge that was developed more than those who developed further prior knowledge. Psychoanalytic therapy or neurosis said Finnish society left behind by the psychological, and thus Freudian methodology and some descriptive words replaced with mental illness, resulting in a new generation of psychologists to enter into a different field than what it was for their predecessors.


Formation of a new generation is also enjoying a basic knowledge of the human psyche that is based on a wider number of research, so that the capacity of the brain receives a constructive starting point that does not have elements that have been found to be obsolete. This is similar to computer science, where it can be perceived how all phases of development in computer technology, and programming languages, including newly emerging, still part of the neurological capacity computer scientists or people who have used them since the days when the revolutionary Amiga or Commodore 64 , then exceeded for the first form of Dos and Windows operating systems, where a new generation of start condition of their capacity with far more developed technologies and programming languages from Java to C + +.


Because development-oriented culture that has developed educational system whose goal is to exceed further development, such as the construction of reality-oriented and conditioned as such a natural social structure of society to the members of the newborn. The system uses state of the art education pedagogy and education systems using state of art knowledge for the meaning representation of reality conditions for a new generation. The key to the development of all in the constant development of knowledge and then build applications in relativity, developed by science, including philosophy, ethics, and to taste examples of fashion, leaving behind the outdated, less complex forms in the rear. More developed sense of reality is a more advanced form of reality, and the more developed senses of reality are members of a culture, a growing culture.




Source: 
Henry M. Piironen, http://EzineArticles.com/?expert=Henry_M._Piironen

Friday, May 7, 2010

Knowledge Sharing

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Effective Knowledge Sharing And Its Benefits
By Gijo George
Knowledge Sharing

Knowledge sharing with the right indent can do wonders for any person or organization. All those involved in knowledge sharing can benefit from sharing such an effective process. We gather our knowledge about various subjects of experience and learning and sometimes from our mistakes. When that knowledge is shared, it will become easier for others to get information faster.

Knowledge and expertise gathered from years of experience can easily be transmitted to new generations, if effectively presented and communicated. Here to share your knowledge assumes an important role in social development. Modern Day gives you many opportunities to share knowledge not only through teaching classes or seminars. You can effectively share knowledge and expertise via the Internet, the world's largest media. Various forums, blogs and Web sites make it easier to share your knowledge more quickly and effectively to a wide audience throughout the world. The feedback you get from your readers will help you to increase further in your knowledge. Internet provides easy retrievability sharing knowledge.

Internet is full of good information and bad. Screening of knowledge for its authenticity is very important when you are dependent on the Internet to share knowledge. Make sure that the source of reliable information and authentic before you begin to receive and share. A process that is efficient in sharing knowledge should be in place as far as the organization grew concerned. This helps all the people who work in the organization share the same vision and strategy to work for the betterment of the organization.

Article Source: http://EzineArticles.com/?expert=Gijo_George

Wednesday, May 5, 2010

Spreading Best Practices

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Spreading Best Practices - Are You Paying For The Same Expertise Twice?

Spreading Best Practices

When you try to spread best practices throughout your organization, you may realize that you need assistance in the practices to communicate effectively. Wise managers understand that best practice sharing in a way that truly affect employee performance requires highly specialized skills.

Unfortunately, once they start looking for external assistance, the same wise manager can be a little forgetful. They forget that they identify a problem is the lack of expertise, communication skills and writing. And they began to focus almost exclusively on finding someone who already has a detailed knowledge of their industries, methods and processes, or their products and services.

Why pay for the same skill twice?

Remember, you start by identifying gaps in capabilities, resistance to spread best practices among your team. gaps in the skills to get the whole message, not in the knowledge that comes into the message.

You can easily waste a lot of money by hiring someone who knows everything you know, without writing and communication skills you actually want.

It's easy to see how this happens. Produce the quantity of content with a clear, readable and understandable, with a noticeable impact on employee behavior. . . well, it is something you might find very challenging, even stressful. You prefer to focus on other activities you are more comfortable, more confident.

Then you find that some business writers bring a slightly different perspective on your topic, try to "translate" your content more digestible form for those not familiar with the product, service or procedure. You find it easier to talk with the sharper writers interested in the facts, specifications, and details of your topic rather than at the end of the writing.

However, two experts do not require translation "" to talk to one another. You feel more at home deal with someone who already speak your language fluently.

What makes your project more comfortable meeting. But how does that help you influence your real audience: people who do not already speak your language? How else to help the knowledge you already have to help you connect to the employee, be careful not realize, uncertain, prospects, or customers?

You really need someone who thinks a little differently, which focused on the communication method is not precise specification. author offers a good business that the "translation" capability, that other perspectives of awareness and skills to change what you say to others what you need to hear to understand and follow you.

Of course, it helps if they have some familiarity with your industry. But given the choice between communication skills and detailed technical knowledge, go for the skill.

You already pay for knowledge at least once, through your employees, product developers, consultants, procedural, and other experts. Pay twice will not add any impact to your message, and you'll probably find that you have been short-changing your skills are most needed. Hire help to complement, not duplicate, the ability of your team.

Get help that really contribute to your success, and not just for your comfort level!


Article Source: http://EzineArticles.com/?expert=Will_Kenny

Monday, May 3, 2010

Knowledge Communities

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Knowledge Communities
By Maria Johnsen Platinum Quality Author
Knowledge Communities

Knowledge communities are groups of people who share common challenges, opportunities or a passion for a particular topic, and who work together to deepen their understanding of the topic is in progress through learning and sharing of knowledge" (. AIA Knowledge Society)

Theoretical aspects of knowledge society based on technology management, and human beings who share their knowledge to manage effectively. Sharing knowledge is more dependent on information seekers who require certain types of knowledge. So they can perform certain tasks with confidence and a source of knowledge that may have all the necessary information. Theoretical aspects are implemented in such a way that effective knowledge sharing is possible between knowledge seekers and knowledge sources. This aspect helps the seeker and the resources to realize their needs and resources.

Knowledge Society concept was mainly derived from what is known as a community of practice (CoP). The term was coined in 1998 by Jean Love, and Etienne Wenger's claim that the public practice everywhere and that we are generally involved in a number of them either in the workplace, school, home, or community interests, and we relaxed. In some groups we are core members, on the other we are more on the margins. (Smith, 2003)

Toward the end of last century included the idea of shared knowledge for use in the business world and the broader form of CoP development known as "community knowledge".

"The basic difference between the CoP and KC is that the scope of participation of members is clearly defined by job description (such as farming communities) in the CoP, whereas in the case of participation of members of the KC wide open and include in some cases, all employees working in a large organization" ( Yamazaki, 2004.)

KC was first put to practice by Xerox are confronted with a global IT infrastructure transition project. Top managers decided to launch a knowledge-sharing initiative called Transition Alliance. The Alliance consists of fifty IT professionals who are responsible for managing 70 000 desktop workstations, nearly 1,200 servers, and networking hardware across five continents. It was observed that the motivation to learn and develop at the individual level it looks bigger in the structure of society in the form of other organizations. This has important implications for long-term performance of the participants. (Storck and Hill, 2000) Since then, large companies have been using the KC with documented positive results.

KC Strategies

KC based on the idea that knowledge and insight gained are created and when humans interact with each other and their environment. Each strategy must therefore implement KC emphasizes the needs for various kinds of social interactions, such as one on one conversation, information technology and communication technology (ICT) tools, discussion groups, research projects, and presentations. Storck and Hill (2000) identified six principles that are essential for the success of organizational learning. This is stated below and apply for KC in a corporate environment:

-Design the format of interaction that promotes openness and allow it to happen.
-Building on the general organizational culture.
-Indicates the existence of mutual interests after successfully completing the initial issues and achieve corporate objectives.
-Leverage aspects of organizational culture that respects the value of shared learning.
Embed knowledge-sharing practices into the work group process.
-Establishing a knowledge sharing environment based on process and cultural norms defined by society than other parts of the organization. (Storck et al,. 2000) Apart from good management of technology and the context in order to provide effective support for learning and knowledge sharing is very important.

KC Tools

In this section, the aim is to clarify the IT tools supporting the knowledge society. KC Most on-line today, there is very little interest in a face to face KC. Tools commonly used for KC Therefore, e-mail, groupware, e-learning teleconferencing systems, etc. But there are obstacles to the use of this technology. to-face interaction can sometimes be very important for example in developing and strengthening relations of trust among team members. Most of the knowledge society Knowledge Management component architecture standards that are based on knowledge portals, components, and databases. These architectures act as a tool for organizing and classifying knowledge in a skillful manner. In Knowledge Management, the portal is the basic source of knowledge from which community members have started to enter, search, and access to knowledge using various methods of KM. Most of the search tools used by the knowledge society is based server system that can handle different portals organization. This equipment must be designed so that they followed a top-down design approach. Because the basis of their inherent complexity, this is a centralized, inflexible and slow to respond to changes in the knowledge base.

If the knowledge base should be treated as an individual rather than a community, the approach will be bottom-up design, and the level complexity of the appliance to a minimum. Of course, all equipment that is used to infrastructure must be maintained so that they can provide the required knowledge in ways that are considered when necessary. Knowledge society using the knowledge asset for applications such as collaborative product development by, different business process automation and real-time collaboration for online applications. If the application is user-centric, then the storage costs can be reduced with the help of knowledge assets is provided and maintained by the knowledge society. Based on the knowledge base which is managed by the society, it is possible to increase the capabilities of search-based applications. Information and Communication Technology (ICT) tools may only provide basic infrastructure and environment to support learning. But these tools alone are not sufficient to stimulate effective learning in the knowledge society. "But the technology has become central part to play in providing infrastructure for media and learning within and between communities of knowledge if the motivation and the learning context already exists. (Barrett, et al .., 2004)

Discussion: KC Process process in the knowledge society are as follows:

1. Creation or development of knowledge databases. This is the main process in the development of information databases, and must be done efficiently so that other processes can re-use this process if necessary.

2. Storing knowledge so that it can be used to learn and apply the knowledge database. This process also deals with the retrieval of information if data loss is clear.

3. The next process associated with the transfer of knowledge from one category to another. There are several different methods available for transfer and for anyone of them can be selected according to need. Transfer process is different for different types of users, and can occur at various levels.

4. One other important processes are supported by the application of the knowledge society. The knowledge base is only useful if able to provide useful information for users.

5. The last relates to the learning process, which is useful for organizational knowledge base. This process is related to how to learn what it takes, and why it is needed.

Knowledge communities have their utility in the field of high structure, automate processes and tasks, and a stable business environment. Applications must be based on conditions in accordance with the specifications of the most basic pre-knowledge. The structure of this application must be able to take advantage of the knowledge society. Process automation new technology that is used on and based workflow can get an adequate reserve of knowledge society with other systems. This application uses the knowledge base generated by the society to achieve a lower cost, high quality, and greater market share for existing products and services. KC formation process indirectly. Needs or context of knowledge sharing must be defined first. Then we must focus on where to get this knowledge from, namely the members of the organization or community to focus. After the society and the context of Knowledge has decided we need to decide on the media. KC puts in place is not too difficult but maintaining it and run it efficiently is, especially when community members are expected to have lost interest in the future or when there is a lack of trust between users. periodic examination and review so it is important to maintain each KC.

The relationship of knowledge management

KC is very much related to knowledge management. Knowledge management is to capture, manage, and store of knowledge and experience of individual workers and groups within an organization and make this information available to others in the organization. This is not too KC so we acknowledge that KC is a very effective tool for knowledge management.

Examples of the system KC

A good example of the use of the KC at the corporate level is the Hewlett Packard IT Resource Center (ITRC) which brings together engineers, internal IT staff and customers. Using an intranet or extranet communities and focused on a particular product or issue. Communities, inter-run organization has a membership of thousands and they cover topics such as planning and business recovery operating system software. Community participants can ask questions and receive answers in a short time. So when the system administrator has a problem, they can send electronic signs on the intranet, and receive detailed assistance on how to proceed in a few minutes. For society is successful, members must have mutual trust. Hewlett Packard deal with mistrust by using the user profile and ratings system. Members of the public up to the level of response to each other from 1 to 10. response is now a 'credit rating' and the query poser can easily assess the usefulness of these answers. (Barrett, et. Al., 2004) KC success stories like that abound in the corporate world today.

Conclusion

It's the fact that people with well-established common interests facing a similar problem to learn faster when in groups. Interactions between the individual creating the knowledge base that is very important for every member of this community. The knowledge society is based on the basic premise. They are trying to bring people together most sophisticated tools currently used ICT. KC has found tremendous acceptance in the corporate world for their simplicity and usability. ICT tools that work best in creating the KC when the stimulus is enough to learn already exist in society. ICT tools have the constraint, but their interaction and face-toface sometimes becomes important. For KC to succeed there must be a learning context, enough members to contribute knowledge, media and mutual trust among members. If these conditions occur, KC can become an indispensable tool for any organization or society. Community knowledge to help organizations to identify priorities on their knowledge, so that these organizations can upgrade their devices to become more user-friendly platform for handling knowledge. This helps organizations to develop more precise knowledge base management, meaningful, and useful.

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