Managing Organizational Knowledge 3rd Generation Knowledge Management and Beyond

Organizations of all sizes and types are facing a duel threat and opportunity. At the very moment when global markets are becoming available, these organizations are losing valuable people resources due to "boomer" retirements and downsizing strategies. As the technologies arrive to facilitate knowledge sharing across organizational and people boundaries, the desire for job security is causing many employees to hold tightly to "their" business knowledge as a form of job security. When organizational knowledge erodes, organizations lose proven capabilities and eventually customers. This challenge may be one of the most significant facing organizations over the next two decades. Written by an expert with more than 30 years of hands-on work as a consultant and educator, Managing Organizational Knowledge: 3rd Generation Knowledge Management and Beyond provides a clear, repeatable strategy for capturing organizational knowledge. It does so by first exploring the fundamental concepts that have emerged from the new discipline of Knowledge Management (KM) over the past ten years. It then provides several breakthroughs including: A fresh, practical definition of KM A definition of organizational knowledge based on data, information, and decision making A proven strategy and templates for creating an inventory of significant organizational knowledge A new, integrated KIPPAR Model that defines how to create a sustainable KM environment A strategy where naturally occurring projects are routinely mined for contributions to an organization’s pool of intellectual assets A series of implementation strategies for launching a KM initiative So what makes this book different? What makes it worth reading? It provides a new perspective on KM, addressing the discipline from the perspective of a major organization; much of the previous writings in this area confuse individual knowledge with organizational knowledge. The author, Chuck Tryon, has been a consultant for major corporations since the early 1980s and has created tangible, innovative processes to help capture vital organizational knowledge, which has given him insight into the significant management challenges facing 21st century organizations—how to capture, transfer, and share meaningful knowledge that is vital to their survival. Communicating fresh concepts in this emerging field, the book distills this knowledge and helps you see where KM can take you in the future.

Knowledge as an Asset—Really?The New Realities of Knowledge ManagementThe Growing Knowledge GapKnowledge OpportunitiesReturn on InvestmentA Call to ActionKM BeliefsKnowledge Sharing and ReuseLearning OrganizationBest PracticesCommunities of PracticeConclusionKM ProcessesKnowledge DiscoveryKnowledge CaptureKnowledge OrganizationKnowledge UseKnowledge TransferKnowledge RetentionConclusion Defining Organizational KnowledgeKnowledge CategoriesExplicit, Tacit, and Implicit KnowledgeKnowledge CharacteristicsWhy Bother?ConclusionRecognizing Organizational KnowledgeDataInformationDecision MakingConclusionThe Knowledge Retention Policy—Level OneGeneral Management StatementKnowledge Asset InventoryKnowledge AreasKnowledge TopicsKnowledge ExpertOrganizational ImportanceTransfer StatusKnowledge Transfer MechanismsKTP ActivitiesConclusionThe Knowledge Retention Policy—Level TwoDocumentationTrainingApprenticeshipsMentoring/CoachingCross-TrainingCommunicationsConclusionA Model for Managing Organizational KnowledgeKIPPAR ModelThe Knowledge InventoryThe Artifacts Pillar The Processes PillarThe Projects PillarRepository ProductsKM Or ECMConclusionImplementation StrategiesKM Initiation ActivitiesKM Operational ActivitiesConclusionKnowledge Management SolutionsFunctionalityUsabilityPersonalized Knowledge AppsOrganizational PortalsProject PortalsConclusion Appendix A: KM Vision StatementAppendix B: KRP—General Management StatementAppendix C: KRP—Intellectual Assets InventoryAppendix D: KRP—Knowledge Transfer DetailsIndex

Chuck Tryon is an educator, practitioner, consultant and author. Since the early 1980s, Chuck has created dozens of papers and workshops on Knowledge Management, Project Management and Business Process Engineering. Thousands of professionals from many of the largest organizations in the United States, Canada and Western Europe have attended his workshops. Chuck is frequently invited as a featured speaker for conferences and professional society meetings. Chuck holds an undergraduate degree in Business Administration and a master’s degree in Knowledge Management. His research includes identifying ways to improve knowledge worker productivity and designing numerous advanced project-centric strategies. He is also the co-founder of the Knowledge and Project Management Symposium. He has been employed as a Knowledge Manager and Project Manager in the petroleum and healthcare industries. Chuck and Tresa live in the Tulsa, Oklahoma area. They have two daughters and three marvelous grandchildren. Chuck’s hobbies include golf, photography and SCUBA diving. Additional information is available at www.tryonassoc.com