Chicago Tribune business columnist, Barbara Rose, had a piece on the importance of "face time" yesterday.
All in culture
Chicago Tribune business columnist, Barbara Rose, had a piece on the importance of "face time" yesterday.
David Anderson has a great comment on respect and courtesy. Courtesy is the baseline behavior. But without respect, it is difficult to get things done in any collaborative manner.
Joy Godesiabois at Centrality has posted a link to an interesting study of what characteristics of teams and the people in them make for successful results. The answer is "it depends."
Really. KM is only "hard" if the change from what is happening yesterday to what should be happening tomorrow is significant to the people expected to make the change.
Bruce MacEwen has a nice piece on leadership that takes off from the recent HBR article about Havard's Program for Leadership Development. I picked up on his comment that leaders need to bring people into the conversation by voicing reservations.
Malcolm Ryder just posted an interesting piece on the difference between measurement, performance and management. I think this is relevant to the discussion of reinforcing desired behaviors within an organization.
Two of the Theory of Constraints mailing lists have been discussing (somewhat tediously) the importance of "change" and creating the right behaviors to make the change happen. A recent poster linked to Huthwaite's The Four Truths.
The Out There Presentation (pdf) by Attention Company has been getting some attention in the past week. They discuss the characteristics of people who are active in online conversations and communities.
I don't usually quote the same article for different reasons, but Clay Shirky has done it. In his recent article on expertise, he hits on the interesting subject of change - how people change, why they might not want to.
Okay, I made a mistake, I admit it. The CEO example is not a good one for real What Good Looks Like discussions. Let me give some examples to clarify.
Here is an interesting demonstration of the impact of "what good looks like." I've been using this idea with clients lately who are in the midst of creating a change. Beyond the "big change" there are a myriad of other things that have to change to be in alignment with the new way of doing business.
Shawn Callahan has an interesting list of what he believes about learning. Interesting that his list has very little to do with formal education.
Dave Munger at Cognitive Daily found a fun study about procrastination and deadlines. The short result: deadlines are effective means of reducing the Student Syndrome.
Kimberly Black has a post that suggests something about human psychology, "Remove my fear and get me as a life time customer." Dentists and KM may be closer than you think.
Patrick Lambe has self-published a piece he calls "Money, Testosterone and Knowledge Management" which discusses a schism in KMPro in 2004.
Dick Richards of Come Gather Round gives an example of why he suggests "Don't Sheild Them From Distress: An Example" and closes with the great comment that "truth alone will not initiate change."
Patrick Lambe has What is knowledge sharing (and this from February) and Why do we share knowledge, based on a recent discussion. And this leads to Euan Semple and Sharon Richardson's discussion of one element of knowledge sharing: humor and personality.
KMWorld Magazine has a nice overview of electronic lab notebooks in the June 2006 issue from David Raths, "Scientists take a closer look at ELNs." Nice to see this in KMWorld.
Do policies ever get in the way of improving a system? David Anderson writes about this in Superstition and Boiling Frogs.
"Change" is difficult (for people being told to change) because they have no idea what the change means for them and their work. Give people a clear target and a reason for reaching it, and you will be amazed at the changes that simply happen in order to align to that target.