A leader's guide to knowledge management drawing on the past to enhance future performance / John P. Girard, JoAnn L. Girard.

By:

Girard, John P, 1961- [Author]

Contributor(s):

Girard, JoAnn L

Material type: Text

TextSeries: Publication details: [New York, N.Y. (222 East 46th Street, New York, NY 10017) : Business Expert Press, (c)2009.Edition: first editionDescription: 1 electronic text (xii, 141 pages) : digital fileContent type:

text

Media type:

computer

Carrier type:

online resource

ISBN:

9781606490198

Subject(s):

LOC classification:

HD30 .L433 2009

Online resources:

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Available additional physical forms:

Contents:

Chapter 1: where is the knowledge -- Chapter 2: organize what -- Chapter 3: what types of knowledge exist -- Part 2: leading today's knowledge workers -- Chapter 4: simple ideas that work in complex environments -- Chapter 5: do you really want to know what you know -- Chapter 6: tools, tactics, and techniques: tried and tested -- Part 3: enhancing future performance -- Chapter 7: guiding organizations into the future -- Chapter 8: the future is just a day away -- Key terms.

Abstract: Today when most executives consider the intellectual capital of their organization, they focus on the present. They seek tools and techniques to exploit their organizational knowledge for some immediate gain. There is an emerging shift in thinking that will provide a lasting competitive advantage--the shift is from the present to the future. This book is unique in that it focuses on what executives should be doing now (or soon) to ensure the next generation of organizational leaders know what we knew. In other words, are we creating organizational memories today, which will be useful to the next generation of leaders? Will today's babyboomer based practices pass the test of time? Are our current processes the most relevant ones for the next generation of organizational leaders? To answer these questions the book is divided into three parts. Part 1 is introductory in nature and provides a concise overview of knowledge management: its genesis, the theory of knowledge, and the types of knowledge that exist. Part 2 builds on this foundation and highlights some of the successes and failures during the past two decades as babyboomer executives struggled to develop effective ways of sharing what their organizations know. A review of projects suggests that many first generation knowledge management projects were based on collecting and classifying information. Second-generation knowledge management projects shifted the focus to codifying tacit knowledge and combining explicit knowledge to create new knowledge. Part 3 focuses on emerging ideas that show great potential. Today we are seeing some very promising results from third-generation knowledge management projects, which focus on connecting people and facilitating collaboration. Some pioneering organizations are now reaping the benefits of using social media tools such as wikis for collaboration and commercial social networking tools, for connecting people. These emerging tools and techniques provide flexible, agile, and intuitive solutions for connecting people with people and facilitating coordination, communication, and collaboration.

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Holdings
Item type	Current library	Collection	Call number	URL	Status	Date due	Barcode
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD)	G. Allen Fleece Library	Non-fiction	HD30.2 (Browse shelf(Opens below))	Link to resource	Available		10373442

Part 1: drawing on the past -- Chapter 1: where is the knowledge -- Chapter 2: organize what -- Chapter 3: what types of knowledge exist -- Part 2: leading today's knowledge workers -- Chapter 4: simple ideas that work in complex environments -- Chapter 5: do you really want to know what you know -- Chapter 6: tools, tactics, and techniques: tried and tested -- Part 3: enhancing future performance -- Chapter 7: guiding organizations into the future -- Chapter 8: the future is just a day away -- Key terms.

Today when most executives consider the intellectual capital of their organization, they focus on the present. They seek tools and techniques to exploit their organizational knowledge for some immediate gain. There is an emerging shift in thinking that will provide a lasting competitive advantage--the shift is from the present to the future. This book is unique in that it focuses on what executives should be doing now (or soon) to ensure the next generation of organizational leaders know what we knew. In other words, are we creating organizational memories today, which will be useful to the next generation of leaders? Will today's babyboomer based practices pass the test of time? Are our current processes the most relevant ones for the next generation of organizational leaders? To answer these questions the book is divided into three parts. Part 1 is introductory in nature and provides a concise overview of knowledge management: its genesis, the theory of knowledge, and the types of knowledge that exist. Part 2 builds on this foundation and highlights some of the successes and failures during the past two decades as babyboomer executives struggled to develop effective ways of sharing what their organizations know. A review of projects suggests that many first generation knowledge management projects were based on collecting and classifying information. Second-generation knowledge management projects shifted the focus to codifying tacit knowledge and combining explicit knowledge to create new knowledge. Part 3 focuses on emerging ideas that show great potential. Today we are seeing some very promising results from third-generation knowledge management projects, which focus on connecting people and facilitating collaboration. Some pioneering organizations are now reaping the benefits of using social media tools such as wikis for collaboration and commercial social networking tools, for connecting people. These emerging tools and techniques provide flexible, agile, and intuitive solutions for connecting people with people and facilitating coordination, communication, and collaboration.