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The Three Eras of Knowledge Management - Summary

Conversation Matters

I have posted lengthy descriptions of each of the three eras of knowledge management and here I have made a brief summary of all three. Since the term “knowledge management” came into popular usage, there have been three significant changes in how organizations have thought about their knowledge.

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4 Digital Trends That Are Transforming Today’s Workplace

HR Bartender

We’ve been talking for well over a decade about the rise in the knowledge economy. Knowledge workers need to become digital workers. It’s from Robert Pressman’s book “Software Engineering: A Practitioners Approach”. TREND #1: Artificial intelligence (AI) is changing the way work is designed.

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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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Where Knowledge Management Has Been and Where It Is Going- Part One

Conversation Matters

In this post I will tackle not only the first category but also paint a brief picture of how organizational knowledge was conceptualized before the rise of KM – the precursors of knowledge management. Knowledge Management Precursors. The First Category of Knowledge Management - Leveraging Explicit Knowledge.

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Help Employees Do Their Best Every Day

HR Bartender

(Editor’s Note: Today’s post is an excerpt from the book, “ It’s All About Bob(bie) – Strategies for Winning With Your Employees ” of which I am one of the contributors. It’s the third book in a thought leadership trilogy aimed at developing and retaining a competitive and engaged workforce published by The Workforce Institute at Kronos.

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Managers as Coaches: How To Get Started

Achievers

It’s important to have managers as coaches in order to better understand the unique strengths of each individual worker. On the basis of this knowledge, managers are able to move employees to the positions where they can be most effective and engaged. When you take action on feedback, you’re building trust and engagement.

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Transferring Expertise: The Best Way to Move Tacit Knowledge

Conversation Matters

I’ve seen organizations conduct lengthy exit interviews with retiring experts, as well as, engaging in more scientific attempts to identify and then get down on paper, (or a mind map) that 10% of an expert’s experience which made that expert extraordinary. The expert has accumulated those pieces over years of working on problems.