Education is required when introducing a new KM initiative, during roll out across your organization, and as a key part of ongoing implementation. You must continue to offer training in a variety of ways; once is never sufficient. Please read on to learn the elements of a knowledge management training program, drawn from my new book, Proven Practices for Promoting Knowledge Management.
The Local History and Genealogy Room, known as The Sudbury Archives, is located within the Goodnow Library in Sudbury, Massachusetts. Sudbury was one of the very first inland towns in Massachusetts, and there are many families who can trace themselves, through town records, back to the early 1600s. The library’s historical collections are available to the general public for research involving local, genealogical and/or historical issues.
During a “KM Conversation” with knowledge management evangelist and expert Stan Garfield, he focused on using gamification techniques—including awarding points and point scoring—to help build user engagement and ensure your KM platform is vibrant and widely leveraged within your organization.
During our “KM Conversation” with knowledge management evangelist and expert Stan Garfield, “Gamification Accelerates KM Adoption,” he focused on how you can use gamification techniques to crack the challenging problem of building user engagement and ensuring that your KM platform is vibrant and widely leveraged within your organization.
In his recent Law.com post, 5 Steps for Beginners to Implement a Knowledge Management System, Zach Warren gives an overview of a KM session he attended during 2018’s CLOC (Corporate Legal Operations Conference) in April. He joined the beginners portion of the session, led by KM experts from Baker McKenzie and Cisco, whose recommendations are just as relevant outside the legal sector.
I can’t lose if I begin this post with a quote from Aristotle: “The whole is greater than the sum of its parts.” I actually do think of this when I consider the impact of integration. With regard to knowledge management applications, KM solutions should not dictate the way people work and how they do things, but rather should dock neatly with existing systems and processes in order to optimize organizational knowledge delivery and exchange.
In my current book on promoting knowledge management initiatives within the corporate world, I warn against focusing too much on technology, which is a very common problem. But you will ultimately need to use technology for your KM program, so it’s important to understand it and use it in the optimal way. A critical component of successful technology procurement and rollout is a thorough understanding of how technology products are reviewed and approved.
As part of the research for my current book, Proven Practices for Promoting a Knowledge Management Program, I interviewed widely recognized KM leaders to get their take on the secrets to successful KM strategy development and implementation. One of these leaders is with Microsoft.
What actually motivates users of a knowledge management system? It’s the feeling we get at the moment of discovery. Yes, we need the information we are seeking, but it’s the buzz we get when we find it that keeps us engaged. And if we get the hit we’re looking for, we’ll come back—guaranteed.
Midsized law firms face unique challenges when it comes to knowledge management. As large multinational firms must, they need to provide a solid KM foundation, protect and leverage the firm’s knowledge assets, and utilize the best technology for the firm’s KM requirements—but unlike their larger brethren, midsized firms are often resource constrained. What does KM success look like for midsized firms, and how can you get there too?
Knowledge management programs can use a wide variety of people, process, and technology components. It’s important for KM program leaders to gain direct experience with as many of these components as possible, to evaluate their possible application, and to lead the way in implementing new ones to fill current and future needs.
In our previous post on the changing habits of information consumers and the changing role of information professionals as part of the knowledge supply chain, we shared examples of increasing complexity, underpinned by technology and changes in personal preference. In this post, let’s take a look at the third paradigm (KM 3.0) and see what it means for the sustainability and relevance of knowledge managers and special librarians.