Are we ready for this? Sometimes a new technology simmers for years and then just seems to explode into the present. There are a few things cresting now in the consumer and business markets that we need to pay attention to.

In Part One of this series, we reframed knowledge management strategies in the context of strategies for improving the health of the knowledge ecology. We’re using the metaphor of building a nest (sometimes referred to as an intranet) where our eggs can hatch and ideas grow, and decisions improve in quality. In Part Two we explored five strategies, tactics and frameworks for accomplishing this. Now, in the final post of this three-part series, we offer an additional five strategies.

In Part One of this series, we reframed knowledge management strategies in the context of strategies for improving the health of the knowledge ecology. We’re using the metaphor of building a nest (sometimes referred to as an intranet) where our eggs can hatch and ideas grow, and decisions improve in quality. Now let’s explore some strategies, tactics and frameworks for accomplishing this.

You don’t have to go it alone to sell KM to others in your organization. Take advantage of outside help by scheduling visits with others who are doing KM well, joining and participating in KM communities, using industry analyst reports, or using an outside consultant.

I once watched a robin build her nest from what was available around my yard. Her choices were interesting. She had lots of material to choose from, but kept picking up the shiny, silver tinsel from the discarded skeleton of our Christmas tree. Her nest was beautiful when done. It was also colder, and non-absorbent, and she was never able to successfully get her eggs to hatch. One of the morals of this story: Sometimes that which we find attracts us is not necessarily what’s best for the purpose.

In their interesting blog post, 10 Tips for Creating a Knowledge Ecosystem in your Organization, a group of Wiley publication editors share their insights on effective KM practices. As a result of seeking a “better understanding of how knowledge is constructed and how it is connected to prior learning”, they compiled a list of ten knowledge ecosystem elements.

Even in a world of digital communication channels, it’s critical to hold annual enterprise-wide (or worldwide, if you work for a multinational organization) face-to-face meetings in order to get and keep all KM leaders informed, energized, and collaborating.

Knowledge Managers know how to use KM tools, how to ask others for help, who should be connected to whom, who would benefit from a piece of information, and how to persuade others to use information effectively. Those who play these roles, and especially those who combine several of them, can function as “power knowledge workers”, facilitating knowledge flow throughout the organization.

“Information overload refers to the state of having too much information to make a decision or remain informed about a topic. It is often referred to in conjunction with various forms of computer mediated communication such as email and the web. The term was coined in 1970 by Alvin Toffler in his book Future Shock.” (Wikipedia)

In his recent piece for KMWorld, What is KM? Knowledge Management Explained, Dr. Michael Koenig provides an excellent overview of the origins, goals and fundamentals of knowledge management. The article is useful for those new to KM, and also reminds seasoned practitioners of the discipline’s principles, stages of development and current status.

Libraries and librarians are all about experiences. How would you describe the experience of dealing with you? What are the benefits? In this post, I’d like to explore the knowledge experience and how it has changed over the years with respect to the library/librarian value proposition. As we enter an era of new opportunities it’s wise to see how we got to this point.

What is open? In order to be embedded librarians, information professionals must be open-minded and open to new experiences. On a personal basis I have had many conversations with embedded librarians who report that the experience is, in addition to being a growth experience, also quite enjoyable, professionally satisfying and exciting.

I have been asked to speak on innovation many times. I've also led the innovation teams at a few major library corporations, which is fun, frustrating and rewarding. I've thought about the topic a lot and I've come to a couple of conclusions which I'll share here.

One of the many positive aspects of solo librarianship is the diversity of the practitioners. Among them are law librarians, medical librarians, corporate/special librarians and archivists, to name just a few. This diversity helps solo librarians to better help one another, solving common problems and sharing/implementing best practices.

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 a Knowledge Management Program.

In my upcoming book on promoting knowledge management initiatives within the corporate world, I include a chapter on communication. Timely communication is critical to successfully introducing a new KM initiative and keeping the organization informed of implementation progress.

One of the many positive aspects of solo librarianship is the diversity of the practitioners. Among them are law librarians, medical librarians, corporate/special librarians and archivists, to name just a few. This diversity helps solo librarians to better help one another, solving common problems and sharing/implementing best practices.

Many librarians choose to work on their own, inside many different types of organizations. All library skills—whether reference, cataloging, or collection development—are useful and valuable to both solo librarians and their users. However, there are challenges (both budgetary and organizational) to going it alone which require one-person library managers to seek out both a network and a professional development “support system.”