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Atricle Dump - How to Know What You Know (1)
When Ned Lamont first sought to challenge 3-term U.S. Sen. Joe Lieberman in today's Democratic primary, almost no one thought this political neophyte had any chance.Sitting on my back porch here in Connecticut, it's an hour before
In order to manage knowledge you
When you operate a lawn care business and market your business, you will gain new customers. Sifting through these potential lawn care customers to find which ones are right for your lawn care business is a very important process many ne
In business, the management of knowledge is not a primary business activity and therefore difficult to manage: The attention for the topic doesn’t normally last long. And than it is just another supportive task, like accounting, administration, human resources: everybody needs it, but not the whole organization is aware of that.
Nonaka and Takeuchi have expressed that two processes are very important when managing knowledge; externalization and internalization. They refer to a process of making tacit knowledge explicit (by dialogue using words and metaphors, etc) and once this knowledge is made accessible to others it will be internalized – the employee will do what he or she has learned and this “doing” will be sort of new habit. It is not the same as “learning by doing;” that applies more to a process of implicit learning. You follow someone else and than you how to do it. You are not explicitly aware of what you have learned.
In order to manage knowledge you s
One of the best ways to get your name out in your local community is to become a sponsor. A few hundred dollars gets your company name on little League caps; a little more, perhaps an ad at a roller rink. Donate money or materials to the
Nonaka and Takeuchi have expressed that two processes are very important when managing knowledge; externalization and internalization. They refer to a process of making tacit knowledge explicit (by dialogue using words and metaphors, etc) and once this knowledge is made accessible to others it will be internalized – the employee will do what he or she has learned and this “doing” will be sort of new habit. It is not the same as “learning by doing;” that applies more to a process of implicit learning. You follow someone else and than you how to do it. You are not explicitly aware of what you have learned.
In order to manage knowledge you
Top job interview questions you might be asked during an interview range from why do you want this job to what is your greatest weakness. So quickly now, tell me just what is your greatest weakness? And tell me in the next 20 seconds. I'
Nonaka and Takeuchi have expressed that two processes are very important when managing knowledge; externalization and internalization. They refer to a process of making tacit knowledge explicit (by dialogue using words and metaphors, etc) and once this knowledge is made accessible to others it will be internalized – the employee will do what he or she has learned and this “doing” will be sort of new habit. It is not the same as “learning by doing;” that applies more to a process of implicit learning. You follow someone else and than you how to do it. You are not explicitly aware of what you have learned.
In order to manage knowledge you
You can have outstanding ideas, yet never leverage them into winning at working results. That's because the secret behind those ideas lies in performance. Yours.Getting the okay to pursue your idea is directly related to the level
In order to manage knowledge you
In recent years, UK and European firms have scrambled to hire people to fill internal audit jobs, created in response to the passage of SOX in the U.S. and other similar ethical and audit guidelines in other countries. That scramble had
In order to manage knowledge you should start to know what you know. This is like making an inventory. But if you make an inventory you are addressing the supply side of knowledge. The demand side of knowledge is normally where the bottleneck resides. And this could be very well because of a recent change – like reorganizations for example.
As mentioned, knowledge management is not a primary business, so the chances are that the organizational structure has been changed and only once every thing is “back to normal”, then the knowledge management issue is addressed. This is to fill the (knowledge) gap that has been caused by the structural changes.
The next step is to examine the structural change and to take action.
© 2006 Hans Bool
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