Reaching the deep knowledge

Reaching the Deep Knowledge often requires the help of a facilitator or interviewer, and there is a tell-tale sign that shows when you get there. “woman, thinking” by Robert Couse-Baker, on Flickr Superficial knowledge transfer happens all the time. A foreman leaves his job. The company arranges a hand-over meeting,

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Shared by Nick Milton June 9, 2017

Selling KM based on emotion

You have have made a logical business case for KM at your organisation, but nobody buys things based on logic. USP by photosteve101 on Flickr People generally buy things based on emotion (“I must have that – it looks so cool”), and then convince themselves by logic that is was a Good

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Shared by Nick Milton June 8, 2017

The 8 demand-side principles for KM

Here is another reprised post from the archives – as relevant now as it was 5 years ago. David Snowden’s 7 principles for Knowledge Management are justly famous in the KM literature as a simple and accessible set of principles. However they all relate to the supply side of knowledge management;

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Shared by Nick Milton June 5, 2017

What the C box in Knowledge Management SECI really means.

Most of us are familiar with the SECI model from Nonaka and Takeuchi, but sometimes forget that C stands for Combination, not Collection. Image from wikimedia commons The Nonaka and Takeuchi SECI model for knowledge creation is well known in the KM world, with its 4 components of  Socialisation, Externalisation,

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Shared by Nick Milton June 1, 2017

3 arguments in KM we may never resolve

Here are three perennial KM arguments. Do they matter? (this is a reprise of an original blog post from 5 years ago) Mockingbird argument, from wikimedia commons Over the 20 years that we have been doing knowledge management, there has been a number of recurrent arguments that appear regularly, often

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Shared by Nick Milton May 31, 2017

Dealing with the important urgent knowledge first

We often say that “Knowledge Management must be focused on the critical business knowledge”, but how do we identify what that critical knowledge is? There are actually two dimensions to identifying the criticality of a Knowledge Topic (at least in terms of steering your KM program). These are Importance, and Urgency I

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Shared by Nick Milton May 30, 2017

A key lesson-learning role in the military setting

Lesson Learning is well embedded in the United States Army and forms a model which industry can emulate, especially when it comes to assigning knowledge management roles within the business. As explained in this excellent analysis from Nancy Dixon, lesson learning works well in the US Army.  This article describes some of the components of

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Shared by Nick Milton May 29, 2017