Knowledge Works is a handbook full of ideas to help you draw
on people’s knowledge to keep ideas fresh, reduce waste, and build
competence and capability. You can either dip into it according to
your needs, or work through it in a more systematic way to create a
plan to improve your organization’s performance.
‘Knowledge Works is a very practical book that provides
proven solutions for important knowledge-related problems in
organizations including: how to convince managers that knowledge is
important, how to create a knowledge-sharing culture, and how to
improve the quality of conversations. A must-read for all managers
of knowledge-intensive organizations.’
Daan Andriessen, Professor of Intellectual Capital, Inholland
University of Applied Sciences, The Netherlands
‘To be successful as a manager, you need to make better
decisions, be more innovative and to do more with less. In this
highly practical handbook, Christine Van Winkelen and Jane Mc Kenzie
offer new ideas to challenge your current thinking and achieve
this. Their work is soundly based on 10 years collaborative
research with the Knowledge Management Forum at the Henley Business
School.’
David Gurteen, Founder and Director, Gurteen Knowledge
Community
‘This book shows in a very inspiring and hands-on way how
knowledge works. This is an utmost important understanding in the
growing intellectual economy for increased operational knowledge
effectiveness. The book has in an impressive way systematized many
challenging K-works perspectives, from knowledge mapping and flows
to social media and knowledge creating conversations. It is
demonstrating a number of insightful real life stories and projects
during 10 years of the Henley KM Forum, as well as providing
valuable reading notes. Happy Knowledge Work …’
Leif Edvinsson, Honorary Chairman for the Henley KM Forum, The
World´s First Professor of Intellectual Capital
Mục lục
Introduction.
A handbook that you can dip into according to your needs, or
that you can work through in a more systematic way to improve your
organization’s performance.
SECTION I: Establish strategic priorities.
By understanding from the outset the sort of knowledge that
makes a difference to your organization’s performance you can
focus limited resources of time and attention on the things that
will have the biggest impact in terms of generating value.
CHAPTER 1:Identifying valuable knowledge.
CHAPTER 2:Making a comprehensive assessment of knowledge
flows.
Section II: Enable operational effectiveness.
By connecting well established knowledge-sharing practices with
core business activities you can avoid ‘reinventing the
wheel’ and do more with less.
CHAPTER 3:Taking knowledge initiatives to the front line of the
organization.
CHAPTER 4:Integrating knowledge practices into projects.
CHAPTER 5:Working collaboratively in partnerships.
Section III: Stimulate innovation.
By retaining and developing expertise and understanding how to
combine knowledgebased methods and approaches more effectively, you
generate more innovation.
CHAPTER 6:Building knowledge enabled innovation capability.
CHAPTER 7:Retaining and developing expertise.
Section IV: Increase learning capacity.
By creating mechanisms to join up the learning that is
happening around the organization, you create the conditions for
greater operational effectiveness and stimulate new thinking and
innovation.
CHAPTER 8:Joining up individual and organizational learning.
CHAPTER 9:Extracting knowledge value using document management
systems.
CHAPTER 10:Sustaining effective communities of practice.
CHAPTER 11:Learning from external collaborations.
Section V: Become more agile.
By creating the conditions that help people adapt their knowledge
and understanding to the constant turbulence in the outside world,
the organization can become more responsive to new challenges.
CHAPTER 12:Making more knowledgeable decisions.
CHAPTER 13:Using social media for knowledge sharing.
CHAPTER 14:Transforming relationships and structures in
organizations.
Section VI: Make change stick.
By developing key knowledge-sharing behaviours and using
effective communication approaches you show people why a knowledge
approach matters and what they need to do themselves to
contribute.
CHAPTER 15:Developing knowledge-sharing behaviours and effective
knowledge activists.
CHAPTER 16:Moving from hard sell to compelling buy.
CHAPTER 17:Improving the quality of conversations.
CHAPTER 18:Taking account of national culture in designing
knowledge initiatives.
Index.
Giới thiệu về tác giả
Christine van Winkelen has worked with the Henley KM Forum since its inception in 2000 and was the Director for five years until February 2009. Having led, or otherwise been involved in, a high proportion of the research projects completed by the Forum over the last decade, she is in a unique position to write this book. Previous experience includes fifteen years in various roles in high technology organizations (including research, human resource management and product management).
Jane Mc Kenzie has worked with the Henley KM Forum since its inception in 2000 and took over from Christine van Winkelen as Director of the Forum in 2009. Like Christine she has led or been involved in many of the research projects completed since 2000, and they have co-authored many papers together, as well as a book in 2004. She developed broad experience in a variety of financial, marketing and operations management roles during her 15 years in industry in both large organizations and SMEs, and working for a while as a consultant convinced her of the value of ‘joining up the dots’ in organizations.
The Henley Knowledge Management Forum is one of the Centres of Excellence at Henley Business School in the UK, a school well-known for executive development. Established in 2000, the Knowledge Management Forum brings together business practitioners, industry thought-leaders, experts and academics to help organizations tackle the new challenges presented by the knowledge economy. Members are large multi-national organizations in all sectors, as well as UK public and third sector bodies.
http://www.henley.reading.ac.uk/kmforum
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