I've been involved in knowledge management for nearly 20 years. And over most of that time, one of the most familiar ideas is that we spend 20% of their time searching for stuff. I wonder. Is this 20% of time truly wasted?
All tagged context
I've been involved in knowledge management for nearly 20 years. And over most of that time, one of the most familiar ideas is that we spend 20% of their time searching for stuff. I wonder. Is this 20% of time truly wasted?
I've always thought the idea of context was interesting. Johanna Rothman thinks so too, "We all start from our own contexts."
I just finished reading David Byrne's somewhat autobiographical research, How Music Works. I found Talking Heads and some of his other projects playing on the stereo much more frequently than usual.
Our definition of "good" is tied up in our values and the contexts in which we work. If you want "better" outcomes, then think about what you value in your work. Thanks to Dan Ward for putting these things together in my head.
Context matters. I've said this for years. And now, Sam Sommers has a new book out that says the same thing. Plus a video introduction.
Death By Meeting by Patrick Lencioni is an entertaining and rather direct leadership fable on the importance of creating a good meeting culture. It's helpful for all sorts of reasons, but the key is that bad meetings lead to bad decisions.
Brad Hinton has a recent post On clarity, where he suggests that a key element of knowledge management has been ignored: the goal of being able to do something with all this stuff of knowledge management. I was reminded of context.
Victoria Ward has an interesting piece on translating poetry that I think has a lot to do with the difficulties of knowledge management.
There is a running discussion in the blogosphere on layers of a social networks and how trust or value is tied to each layer.
Brett Miller has some interesting thoughts about memory and anti-memory. Maybe we need to learn how to forget.
I came across "The knowledge management puzzle: Human and social factors in knowledge management" from the 2001 IBM Systems Journal. The authors use the metaphor of a jigsaw puzzle to motivate their discussion, suggesting that IT is only one of many pieces to the puzzle for knowledge management. And they also acknowledge that there are pieces they may not know that create still other pictures when the pieces come together. They also provide a great set of references for the curious.
Sylvie Noel has a basic suggestion on How to get better information from an expert: "[I]f you want to understand your local expert, tell her how much you already know about the subject. That way, she can adjust her vocabulary to your needs."
This isn't a full report on knowledge management at Cervelo, but a reference from Cycle Sport on how they use some intelligence when working with professional cyclists.
Ed Vielmetti writes that shared context is important and that it is getting lost, particularly for people who are all-virtual-all-the-time. Shared context is important because of the sense of trust it creates, which enables work.