Malcolm Ryder has another great essay on KM, this time "How Not To K.O. KM." I can't help but appreciate the way Malcolm synthesizes what has to happen in the world around the worker for "knowledge management" to be successful.
Dale H. Emery defines Information as "Data that reduces uncertainty." I particularly like the link to uncertainty because most people don't like dealing with uncertainty in making decisions.
Martin Dugage writes about a blogging executive, who has built social/trust capital via a weekly forum he has written for three years.
In "Social Software: Knowledge Management Redux?" Mike Gotta draws the connection between knowledge management and social software that I have seen as well.
An entertaining manifesto from by Tony Dratz, "Technologist Manifesto..., or Things Everyone in IT Should Know." He lists a dozen items that are either "to do" or "not to do" with respect to IT projects.
Dave Chu has proposed an Organizational Knowledge Model, where Organizational knowledge results from processes that enable people to transform information.
Bill Brantley has written a paper that combines knowledge management and theory of constraints, "Strategic Knowledge Management: Using the Theory of Constraints for Better Knowledge Management." Rather than designing a KM system to scratch an itch in the organization, Bill suggests that KM is best used in support of the strategic process for the organization.
Too Busy Being Unproductive to Learn to Be Productive is another of Dave Pollard's pieces on the topic of finding the right work environment.
This AP story has made the rounds in the last few days. "Some coffee drinkers risk a real jolt" because they a genetically predisposed to retaining caffeine in their systems, and the caffeine plays havoc with the heart.
Merlin Mann has "2 ways to make RSS readers smarter:" 1. Per-feed expirations and 2. Smarter Dinosaurs. The readers are getting there.
The March 14th KM Chicago meeting will play host to Stan Garfield of Hewlett-Packard's Worldwide Consulting & Integration Knowledge Management organization. He will talk about the KM program in the consulting organization.
Ron Baker has an interesting pair of articles in which he presents the underlying problem that he has with inordinate focus on the billable hour at law firms. He talks about a problem that is familiar to anyone who uses efficiency as their primary measure: it severely inhibits growth. He also presents some good arguments on a path out of this situation.
Ton Zijlstra writes his viewpoint that relationships are more valuable than information exchange. And that social software helps build the relationships, overlaid with the transitory exchange of information.
MeshForum 2006 will be 7-9 May in Chicago. Once again, I am involved in organizing the event. Please let me know if you have any questions.
For those who read my standard feed, Eric Tsui on KM, PKM and P2P from a month ago has received some attention in an information management graduate class. Michael Goul at ASU has asked the students that are willing to take a crack at reading the article and posting their comments.
Clarke Ching links us to an Interview with Eli Goldratt from Supply Chain Digest.
Day 2 of KM in the Modern Law Firm is over, and it closed out with more energy than yesterday. There were three sessions today: Is KM morphing into Practice Support, KM and Professional Development, and a brainstorming session on Making KM client-facing.
George Siemens makes an interesting comment in Wikis at Work. "The baggage of existing thinking is a great inhibitor to blogs, podcasts, wikis, and social bookmarks."
Bruce Hoppe writes What P G Teaches and talks about how A.G. Lafley, the CEO of Proctor Gamble, operates his ship. He talks about collaboration - collaboration where people challenge one another on the validity of their ideas and plans.
The first day of KM in the Modern Law Firm is over, and I found myself fairly comfortable, even though I'm not a lawyer. The KM topics discussed today looked at deeper integration of KM (and information management) into the firm; life cycle management of information central to the business of the firm; the cultural concerns with implementing KM-like changes; and what KM can do as the firm looks outside (the panel on which I participated).