Re: Your say: Personal knowledge management - Inside Knowledge92fa141b15602f8f438f7cd7ecac60671Tue, 23 Sep 2008 22:13:08 +0800sharedcopy.comhttp://sharedcopy.com/images/logo-sharedcopy.png?V0SharedCopysupport@sharedcopy.com "Organisations need to recognise that employees are investors that bring their expertise to a company and can withdraw it if the ROI is not compelling." Companies must create the conditions for PKM to emerge among knowledge workers; however the organisathttp://www.kmmagazine.com.sharedcopy.com/xq/asp/sid.7551F69D-2683-471C-A18C-C3365B30C312/articleid.DDDD6EE3-47C6-49CD-9070-F1B1547FD29F/qx/92fa141b15602f8f438f7cd7ecac6067.html#shcp12Tue, 23 Sep 2008 22:13:08 +0800 "Organisations need to recognise that employees are investors that bring their expertise to a company and can withdraw it if the ROI is not compelling." Companies must create the conditions for PKM to emerge among knowledge workers; however the organisation must first want to support employees in this way. "seanabrady1true
If the end result of a KM or PKM initiative is that each employee feels they are better able to do their job and that they like coming to work more then the project has been successful. Measurable gains in productivity will be a natural result.
http://www.kmmagazine.com.sharedcopy.com/xq/asp/sid.7551F69D-2683-471C-A18C-C3365B30C312/articleid.DDDD6EE3-47C6-49CD-9070-F1B1547FD29F/qx/92fa141b15602f8f438f7cd7ecac6067.html#shcp11Tue, 23 Sep 2008 22:13:08 +0800
If the end result of a KM or PKM initiative is that each employee feels they are better able to do their job and that they like coming to work more then the project has been successful. Measurable gains in productivity will be a natural result.
seanabrady1false "As I understand and add to my portfolio I also develop a better sense for where the holes are, what I need to learn and who can fill in the rest of the picture." Individuals will be better equipped to work and, as Davenport says, they will demonstrate bhttp://www.kmmagazine.com.sharedcopy.com/xq/asp/sid.7551F69D-2683-471C-A18C-C3365B30C312/articleid.DDDD6EE3-47C6-49CD-9070-F1B1547FD29F/qx/92fa141b15602f8f438f7cd7ecac6067.html#shcp10Tue, 23 Sep 2008 22:13:08 +0800 "As I understand and add to my portfolio I also develop a better sense for where the holes are, what I need to learn and who can fill in the rest of the picture." Individuals will be better equipped to work and, as Davenport says, they will demonstrate better knowledge-based action and decision making, with less time needed to access and synthesise the knowledge needed to act intelligently.seanabrady1trueT he objectives for PKM extend further than giving employees access to intranets, systems and standards. "Most organisations do not release or optimise the value in their peoplehttp://www.kmmagazine.com.sharedcopy.com/xq/asp/sid.7551F69D-2683-471C-A18C-C3365B30C312/articleid.DDDD6EE3-47C6-49CD-9070-F1B1547FD29F/qx/92fa141b15602f8f438f7cd7ecac6067.html#shcp9Tue, 23 Sep 2008 22:13:08 +0800T he objectives for PKM extend further than giving employees access to intranets, systems and standards. "Most organisations do not release or optimise the value in their peopleseanabrady1trueThe personal side tries to understand how a knowledge worker's activities contribute to their performance. It is this side that is often neglected as KM initiatives do not correlate with an individual's existing practices.http://www.kmmagazine.com.sharedcopy.com/xq/asp/sid.7551F69D-2683-471C-A18C-C3365B30C312/articleid.DDDD6EE3-47C6-49CD-9070-F1B1547FD29F/qx/92fa141b15602f8f438f7cd7ecac6067.html#shcp7Tue, 23 Sep 2008 22:13:08 +0800The personal side tries to understand how a knowledge worker's activities contribute to their performance. It is this side that is often neglected as KM initiatives do not correlate with an individual's existing practices.seanabrady1trueOn an information-management level, PKM involves filtering and making sense of information, organising paper and digital archives, e-mails and bookmark collections.http://www.kmmagazine.com.sharedcopy.com/xq/asp/sid.7551F69D-2683-471C-A18C-C3365B30C312/articleid.DDDD6EE3-47C6-49CD-9070-F1B1547FD29F/qx/92fa141b15602f8f438f7cd7ecac6067.html#shcp6Tue, 23 Sep 2008 22:13:08 +0800On an information-management level, PKM involves filtering and making sense of information, organising paper and digital archives, e-mails and bookmark collections.seanabrady1true"Employers do not own personal knowledge, they merely tap into that part that employees are willing to share,"http://www.kmmagazine.com.sharedcopy.com/xq/asp/sid.7551F69D-2683-471C-A18C-C3365B30C312/articleid.DDDD6EE3-47C6-49CD-9070-F1B1547FD29F/qx/92fa141b15602f8f438f7cd7ecac6067.html#shcp5Tue, 23 Sep 2008 22:13:08 +0800"Employers do not own personal knowledge, they merely tap into that part that employees are willing to share,"seanabrady1truewe have since made 95 per cent of work invisible." McGee notes that it is easy to see a messy, disorganised office, but a messy, disorganised hard drive or e-mail inbox is invisible. http://www.kmmagazine.com.sharedcopy.com/xq/asp/sid.7551F69D-2683-471C-A18C-C3365B30C312/articleid.DDDD6EE3-47C6-49CD-9070-F1B1547FD29F/qx/92fa141b15602f8f438f7cd7ecac6067.html#shcp4Tue, 23 Sep 2008 22:13:08 +0800we have since made 95 per cent of work invisible." McGee notes that it is easy to see a messy, disorganised office, but a messy, disorganised hard drive or e-mail inbox is invisible. seanabrady1trueorganisations stand by the stock statement that 'our people are our greatest asset', but in practice they remain unreceptive to concepts such as PK Mhttp://www.kmmagazine.com.sharedcopy.com/xq/asp/sid.7551F69D-2683-471C-A18C-C3365B30C312/articleid.DDDD6EE3-47C6-49CD-9070-F1B1547FD29F/qx/92fa141b15602f8f438f7cd7ecac6067.html#shcp3Tue, 23 Sep 2008 22:13:08 +0800organisations stand by the stock statement that 'our people are our greatest asset', but in practice they remain unreceptive to concepts such as PK Mseanabrady1trueOne of the founding principles for KM is that you don't know what you know, until you need it. This fact has huge implications for any organisation putting a knowledge-management initiative in place: if individual employees don't know what they know, how http://www.kmmagazine.com.sharedcopy.com/xq/asp/sid.7551F69D-2683-471C-A18C-C3365B30C312/articleid.DDDD6EE3-47C6-49CD-9070-F1B1547FD29F/qx/92fa141b15602f8f438f7cd7ecac6067.html#shcp1Tue, 23 Sep 2008 22:13:08 +0800One of the founding principles for KM is that you don't know what you know, until you need it. This fact has huge implications for any organisation putting a knowledge-management initiative in place: if individual employees don't know what they know, how can a company capture, harness and exploit this knowledge?seanabrady1true identified and built on their employees' competencies, or ensured they are motivated to deliver the best of their work and share knowledge.http://www.kmmagazine.com.sharedcopy.com/xq/asp/sid.7551F69D-2683-471C-A18C-C3365B30C312/articleid.DDDD6EE3-47C6-49CD-9070-F1B1547FD29F/qx/92fa141b15602f8f438f7cd7ecac6067.html#shcp0Tue, 23 Sep 2008 22:13:08 +0800 identified and built on their employees' competencies, or ensured they are motivated to deliver the best of their work and share knowledge.seanabrady1true
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