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Why Knowledge Management Didn’t Save General Motors: Addressing Complex Issues By Convening Conversation

Conversation Matters

In 2008 KM was alive and well at GM. GM was brought down by a flawed strategy, but an organization’s strategy is clearly a product of the knowledge that exists within its walls. GM was brought down by a flawed strategy, but an organization’s strategy is clearly a product of the knowledge that exists within its walls.

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Assessing Values in Online Technology Part 4

HR Examiner

Knowledge Management. Headhunter Group. Recruiting (Recruitment Marketing). Financial Wellness. Learning/ Performance. 1,001-5,000. Burning Glass. Recruiting (Workforce). Capacity (jane.ai). Cappfinity (formerly Capp and Co). Recruiting (Assessment). Full Spectrum. 1,001-5,000. Recruiting (Matching). Greenhouse. GRT Software.

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NY-Toronto Law Firm KM Summit 2008 in Boston

Knowledge Musings

Doug Cornelius asked me to participate in the NY-Toronto Law Firm KM Summit 2008, which for some reason was held in Boston this year. This is a group of lawyers (primarily) who are very interested in knowledge management in the legal profession. Does Enterprise 2.0 = Knowledge Management 2.0? Enterprise 2.0.

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Transparent Office: In-the-Flow and Above-the-Flow

Transparent Office

These wikis are typically replacing knowledge management systems (or creating knowledge management systems for the first time). That was one of the great (if depressing) learnings of the Knowledge Management movement. Above-the-flow wikis are used lightly (when at all) by large groups ofpeople.

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A Model Lessons Learned System – The US Army

Conversation Matters

I have detailed the progression of this system using the model I constructed for The Three Eras of Knowledge Management. Since the beginning of the Iraq war CALL has become a subset of the larger Army Combined Arms Center’s Battle Command Knowledge System located in Ft Leavenworth.

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What elements of an improvement are transferable, and what adaptations are needed?

Conversation Matters

In this format the interaction is not a presentation but is a group discussion, what I referred earlier as collective sensemaking. The adaptation format can be made even more powerful, if the originators are each from a different group that has successfully implemented the intervention. 13, Number 6S, 2013.

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McAfee on Widening the Flow

Transparent Office

» January 22, 2008 McAfee on Widening the Flow HBSs Andrew McAfee recently blogged on " widening the flow " Building on my distinction between in-the-flow and above-the-flow , McAfee argues eloquently that the organizational benefit of Enterprise 2.0 Jason Posted by: Jason | January 28, 2008 at 08:03 PM Jason, I agree.