Ian Wooler

[...] ;ve also asked the ‘use/do not use’ questions many times over the years in knowledge management related workshops, on training courses and in consultancy assignments. Reasons given for & [...]

[...] and the associated intended and unintended consequences. As a management discipline, Knowledge Management has adapted and evolved over recent years to take advantage of updates to existing, and [...]

[...] or being heard as a memorable illustration of the subject in hand and as a call to action. Knowledge Management, in common with other management disciplines, has long used quotes; some created for a [...]

[...] (the look and feel of the lamb)? How to ensure that all of the ‘ingredients’ of knowledge management are in place and aligned so that the task can be completed/action taken (thought best [...]

[...] critical knowledge; issues with business continuity; or a wheel getting re-invented. Knowledge Managers can extend or change ‘the relay race story’ to suit (and promote the importance [...]

[...] to which the ‘staff in need’ really want to be helped (try using The 5 Whys). Knowledge Managers can assist here by working to ensure that ‘learning before doing’ is embedded [...]

[...] and Prusak) each chapter is introduced by a relevant quote. There are many resources that Knowledge Managers can use to research quotes including: Thoughts and quotes on knowledge by Forbes.com and [...]

[...] friends selected the vegetables they thought best accompanied and complimented the dish. Knowledge Managers reading this blog post will be able to relate my ‘lamb dish recipe’ story to [...]

[...] ’ is set against a backdrop in which mistakes are ‘frowned on’. A knowledge manager can help his/her organisation consider and address the apparent need for ‘things to be [...]

[...] answers can of course be grouped/clustered into themes and to do so is a good exercise for a knowledge manager to complete (periodically) with his/her organisation or function within an organisation.& [...]

[...] or allow time for reflection and experimentation (practice). So what if any actions can a Knowledge Manager take from my lamb dish recipe story? Action Number 1 – get as close to your ‘ [...]

[...] to existing, and the availability and introduction of new, ‘enabling’ technologies. Any knowledge manager who saw the coverage about the use of Google Glass to broadcast a surgical procedure being [...]

[...] As a Knowledge Management and MBTI Consultant I have had the pleasure of working with many different organisations and have visited many [...]

[...] , ideas, knowledge and experience (and in particular those as a Knowledge Management and MBTI Consultant) with others. Taking a thought for a walk is not a new idea or concept and a recent study [...]

[...] does this make us a team?  Is my role as a member of a virtual team the same as for a cross-functional team? There are many team development models and approaches that organisations use to help [...]

[...] their handover skills. To address this, Knowledge Managers (playing the role of a relay team’s coach) should ensure that due consideration is given by those concerned to: The [...]

[...] , and address the opportunities (some known, some unknown), when implementing IoE in organisational activities and when using the things made possible through the IoE by knowledge workers. [...]

[...] of knowledge in their organisations.  Further, the (time/resource) pressures in an organisational context do not often encourage or allow time for reflection and experimentation (practice). So [...]

[...] to ask and answer robust ‘learning before doing’ questions, and to do so when a potential merger or acquisition is more of an idea than a reality. Questions might include: What critical & [...]