The generation that started to enter the workforce a decade ago often called Generation Y will account for the majority of workers over the next 40 years. They attach greater importance to extrinsic values such as money or image, and also to leisure.
In short, what are the operational components of a KM system? This is, in a way, the most straightforward way of explaining what KM is—to delineate what the operational components are that constitute what people have in mind when they talk about a KM system.
The most obvious is the making of the organization's data and information available to the members of the organization through dashboards, portals, and with the use of content management systems. For a wonderful graphic snapshot of the content management domain go to realstorygroup.
The term most often used for this is Enterprise Search. This is now not just a stream within the annual KMWorld Conference, but has become an overlapping conference in its own right.
Locating the right expert with the knowledge that you need, though, can be a problem, particularly if, for example, the expert is in another country. The basic function of an expertise locator system is straightforward: These systems are now commonly known as expertise location systems.
There are typically three sources from which to supply data for an expertise locator system: The latter approach is typically based on email traffic but can include other social networking communications such as Twitter, Facebook, and Linkedin.
Several commercial software packages to match queries with expertise are available. Most of them have load-balancing schemes so as not to overload any particular expert. Typically such systems rank the degree of presumed expertise and will shift a query down the expertise ranking when the higher choices appear to be overloaded.
Such systems also often have a feature by which the requester can flag the request as a priority, and the system can then match high priority to high expertise rank.
In the KM context, the emphasis is upon capturing knowledge embedded in personal expertise and making it explicit. The lessons learned concept or practice is one that might be described as having been birthed by KM, as there is very little in the way of a direct antecedent. Early in the KM movement, the phrase most often used was "best practices," but that phrase was soon replaced with "lessons learned.
What might be a best practice in North American culture, for example, might well not be a best practice in another culture. The major international consulting firms were very aware of this and led the movement to substitute the new more appropriate term. The idea of capturing expertise, particularly hard-won expertise, is not a new idea.
Gathering military intelligence was the primary purpose, but a clear and recognized secondary purpose was to identify lessons learned, though they were not so named, to pass on to other pilots and instructors. Navy Submarine Service, after a very embarrassing and lengthy experience of torpedoes that failed to detonate on target, and an even more embarrassing failure to follow up on consistent reports by submarine captains of torpedo detonation failure, instituted a mandatory system of widely disseminated "Captain's Patrol Reports.
The Captain's Patrol Reports, however, were very clearly designed to encourage analytical reporting, with reasoned analyses of the reasons for operational failure and success. It was emphasized that a key purpose of the report was both to make recommendations about strategy for senior officers to mull over, and recommendations about tactics for other skippers and submariners to take advantage of McInerney and Koenig, The military has become an avid proponent of the lessons learned concept.
The phrase the military uses is "After Action Reports. There will almost always be too many things immediately demanding that person's attention after an action. There must be a system whereby someone, typically someone in KM, is assigned the responsibility to do the debriefing, to separate the wheat from the chaff, to create the report, and then to ensure that the lessons learned are captured and disseminated.
The experiences in Iraq, Afghanistan, and Syria have made this process almost automatic in the military. The concept is by no means limited to the military. Larry Prusak maintains that in the corporate world the most common cause of KM implementation failure is that so often the project team is disbanded and the team members almost immediately reassigned elsewhere before there is any debriefing or after-action report assembled.
Any organization where work is often centered on projects or teams needs to pay very close attention to this issue and set up an after-action mechanism with clearly delineated responsibility for its implementation.Dear Twitpic Community - thank you for all the wonderful photos you have taken over the years.
We have now placed Twitpic in an archived state. The classic one-line definition of Knowledge Management was offered up by Tom Davenport early on: 'Knowledge Management is the process of capturing, distributing, and effectively using knowledge.' Probably no better or . Talented young professionals exhibit a new approach to both their careers and organizational loyalty.
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