This document discusses knowledge management and information overload. It begins by explaining that Sagology is dedicated to connecting people to facilitate knowledge sharing. It then discusses how information overload occurs when the amount of information exceeds one's processing capacity, and how this poses problems for individuals and organizations. The document outlines strategies for organizing knowledge and highlights the importance of knowledge sharing for achieving competitive advantage. It emphasizes that effective knowledge management is crucial for guiding organizations successfully into the future.

1. www.sscs.ae
or
www.km-­‐me.com
1
A
Leader’s
Guide
to
Knowledge
Management
It
is
all
about
People!
3
Sagology
is
dedicated
to
connec�ng
people
with
people
to
facilitate
collabora�on,
learning,
and
knowledge
sharing
through
keynotes,
workshops,
and
consul�ng.
sagology
[sāj-­‐ol-­‐uh-­‐jee]
-­‐noun
1. the
study
of
organiza�onal
wisdom
in
all
its
forms,
esp.
with
reference
to
technology,
leadership,
culture,
process,
and
measurement
2. the
study
of
one
venerated
for
experience,
judgment,
and
wisdom.
Origin:
2008;
Canadian
English,
from
Middle
English
sage
+
-­‐ology.
Sage
[Middle
English,
from
Old
French,
from
Vulgar
La�n
*sapius,
from
La�n
sapere,
to
be
wise;
see
sep-­‐
in
Indo-­‐European
roots.]
-­‐ology
[Middle
English
-­‐logie,
from
Old
French,
from
La�n
-­‐logia,
from
Greek
-­‐logiā
(from
logos,
word,
speech;
see
leg-­‐
in
Indo-­‐
European
roots)
and
from
-­‐logos,
one
who
deals
with
(from
legein,
to
speak;
see
leg-­‐
in
Indo-­‐European
roots).]
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
1
info@sscs.ae

2. Recent
CPA
Ar�cle
5
h�p://incpas.org/Member/Resources/CPAINPerspec�ve.aspx
About
You
1. Name
2. Organiza�on
3. Posi�on
4. KM
Story
www.sscs.ae
2
info@sscs.ae

3. Agenda
7
Part
1
–
8:30
to
10:00
Keys
to
Success
1. Where
is
the
Knowledge?
1. Par�cipa�on
2. Organize
What?
2. Courtesy
3. What
Types
of
Knowledge
Exist?
3. Confiden�ality
4. Time
L
4. Simples
Ideas
5. Do
you
Really
Want
to
Know
What
you
Know?
Part
2
–
10:30
to
12:00
5. Tools,
Tac�cs,
and
Techniques:
Today
and
Tomorrow
7. Guiding
Organiza�ons
Into
the
Future
8. The
Future
is
Just
a
Day
Away
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
CHAPTER 1
THE WHERE
Where is the wisdom we have lost in
knowledge? Where is the knowledge we have
lost in information?
—T. S. Eliot, The Rock (1935)
www.sscs.ae
3
info@sscs.ae

4. Informa�on
Overload
10
245+ academic papers on Information Overload 1972-2000 (Bawden, 2001)
Information Overload Personal Information Overload
Information overload occurs A perception on the part of the individual
when the amount of input to a (or observers of that person) that the flow
system exceeds its of information associated with work tasks is
processing capacity. greater than can be managed effectively.
(Speier et al, 1999, p. 338) (Wilson, 2001, p. 113)
Information Overload Organizational Information Overload
Information overload is that A situation in which the extent of
state in which available, and perceived information overload is
potentially useful, information sufficiently widespread within an
is a hindrance rather than a organization as to reduce the overall
help. effectiveness of management operations.
(Bawden, 2001, p. 6) (Wilson, 2001, p. 113)
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
The
Cost?
11
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
The
Problem
–
Enterprise
Demen�a
12
2/3 of managers complained of 43% of the managers delayed
Information overload (KPMG, 2000) decisions because of too much
information. (Wilson, 2001)
Managers “dwell on information that
is entertaining but not informative, or 38% of the surveyed managers
easily available but not of high waste a substantial amount of time
quality” (Linden, 2001, p.2) locating information (Wilson, 2001)
The number of books published annually has increased exponentially since
the 16th century. At present, the prediction is that the number of books
doubles every 33 years (Hanka & Fuka, 2000).
The total accumulated codified database of the world, which includes all
books and all electronic files, doubles every seven years and some predict
this will double twice a day by 2010 (Bontis, 2000).
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
4
info@sscs.ae

5. The
Future
13
“In
an
economy
where
the
only
certainty
is
uncertainty,
the
only
sure
source
of
las�ng
Ikujiro Nonaka compe��ve
advantage
is
knowledge.”
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
CHAPTER 2
ORGANIZE
WHAT?
Generally, management of the many is the
same as management of the few. It is a matter
of organization.
—Sun Tzu (400–320 BC), The Art of War
Founda�on
or
Too
Busy
15
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
5
info@sscs.ae

6. Knowledge
Sharing
–
Nothing
New?
16
Knowledge Management is the
creation, transfer, and exchange of
organizational knowledge to achieve
a [competitive] advantage.
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
What
Advantage?
17
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
History
of
KM:
Academic
Perspec�ve
18
c. 350 BC 17th Century 1950s 1990s
Aristotle Sir Francis Bacon Michael Polanyi Ikujiro Nonaka Carla O’Dell
Classification
of
Knowledge
Aristotle
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
6
info@sscs.ae

7. What
is
knowledge?
19
Data
Knowledge Information
knowledge is "defined broadly to include
Knowledge:
information, data, communication and
Concepts, culture"
experience, and
insight that(p. 293) a framework
provide
for creating, evaluating and
using information (p. 373).
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
The
Cogni�ve
Hierarchy
20
Wisdom
Ackoff’s Apex
Understanding
Knowledge Knowledge
Wisdom:
Information
The collective and individual
Data experiences of applying
knowledge to the solution of
problems (p. 373).
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
The
difference
.
.
.
Data
to
Knowledge
21
October 27, 1917
Q1 - What time is it?
Q2 – Where are these people?
Q3 – Why is the boy smiling?
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
7
info@sscs.ae

8. Data
22
Davenport
&
Prusak
(1998)
define
data
“as
a
set
of
discrete,
objec�ve
facts
about
events”
and
they
suggest,
“in
an
organiza�onal
context,
data
is
most
usefully
described
as
structured
records
of
transac�ons”
(p.
2).
Data
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Informa�on
23
Peter
F.
Drucker
(1998)
claims
that
"Informa�on
is
data
endowed
with
relevance
and
purpose"
Informa�on
Data
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Knowledge
24
Authors
Joseph
and
Jimmie
Boye�
(2001)
suggest
"knowledge
is
easy
to
talk
about
but
hard
to
define"
Knowledge
Informa�on
Data
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
8
info@sscs.ae

9. Types
of
Knowledge
25
Easier to document and Explicit
share
Contributes to Easier to
efficiency replicate
20%
Leads to
competency
Michael Polanyi 80% Tacit Carla O’Dell
Harder to articulate
Harder to steal
Higher competitive
advantage Harder to transfer
O’Dell, C. (2002, May). Knowledge Management New Generation.
Presented at the APQC’s 7th Knowledge Conference, Washington, DC.
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Exchange
and
Transfer
of
Knowledge
26
TACIT
n Ext
tio ern
za a
i
ial
liz
Soc
ati
on
EXPLICIT
TACIT
Ikujiro Nonaka
on
Co
ati
mb
liz
a in
rn a ti
on
Inte
EXPLICIT
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
The
importance
of
sharing
.
.
.
27
According to Computer Associates . . .
http://www.youtube.com/watch?v=lH39xjXaLW8
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
9
info@sscs.ae

10. CHAPTER 3
THE TYPES
Scientia protenia est (Latin maxim, “For also
knowledge itself is power.”)
—Sir Francis Bacon, Meditationes Sacrae
(1597)
KM
Models
29
Developed by Dr Stankosky and his team at George Washington University Webber, F., Wunram, M., Kemp, J., Pudlatz., & Bredehorst, B. (2002). Standardisation in
in 1999 knowledge management – Towards a common KM framework in Europe. Proceedings of
UNICOM Seminar Towards Common Approaches & Standards in KM. London.
Infrastructure
Organization
Technology
Leadership
Measures
Learning
Process
Content
Culture
KM Pillars
European Framework
DON Balanced KM
Enablers of Transfer
KM Assessment Tool
Bennet, A. & Kantner, J. (2001). Navigating the KM dimension, Next-
Generation Knowledge Management: Enabling Business Processes.
American Productivity & Quality Center.
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
A
New
View
of
Knowledge
Management
30
Measurement
Leadership
Process
Technology
Culture
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
10
info@sscs.ae

11. A
li�le
TLC
goes
a
long
way!
31
Leadership
Transparency
Vision and example
Measurement
Resources (including time) Leadership
Technology Culture
Process
Technology
Help or hinder Need to Share vs
Culture
Need to Know
Security issues
Privacy
Ease of access
Content Creators
Tending toward
free
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
TLC:
Leadership
32
Including Ray Downey, Special Operations Command lost 95 men that day –
totaling 1,600 years of experience. (emphasis added)
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Open
Leadership
33
Share
constantly
Respect
that
your
to
build
trust.
customers
and
Nurture
curiosity
employees
have
and
humility.
power.
Hold
openness
Forgive
failure.
accountable.
http://www.charleneli.com/resources/new-­‐rules/
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
11
info@sscs.ae

12. Openness
Audit
34
http://www.slideshare.net/charleneli/openness-­‐audit
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
TLC:
Culture
35
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Tribal
Leadership
36
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
12
info@sscs.ae

13. Exchange
and
Transfer
of
Knowledge
37
TACIT
n Ext
tio ern
za a
i
ial
liz
Soc
ati
on
EXPLICIT
TACIT
on
Measurement
Co
Leadership
ati
mb
liz
a in
a ti
Process
Technology
rn on
Inte
Culture
EXPLICIT
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Measurement
38
APQC Stages of KM
Stage 5
Stage 4
Stage 3 Institutionalize
Stage 2 Expand
Stage 1 Design and Knowledge
Develop a and
Get Launch a Management
Strategy Support
Started KM Initiative
Remember: Measure the
outcome, not the process
USAF 5-2-1
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
CHAPTER 4
SIMPLE IDEAS
I believe what I said yesterday.
I don’t know what I said,
but I know what I think, and, well,
I assume it’s what I said.
—Former U.S. Secretary of Defense Donald
Rumsfeld
www.sscs.ae
13
info@sscs.ae

14. Complex:
A
Defini�on
40
“a
group
of
obviously
related
units
of
which
the
degree
and
nature
of
the
rela�onship
is
imperfectly
known”
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Exchange
and
Transfer
of
Knowledge
41
TACIT
n Ext
tio ern
za a
i
ial
liz
Soc
ati
on
EXPLICIT
TACIT
on
Measurement
C
Leadership
om
ati
liz
b
a in
a ti
Process
Technology
rn on
Inte
Culture
EXPLICIT
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Crea�on
and
Transfer
of
Knowledge
42
TACIT
n Ext
tio ern
za a
i
ial
liz
Soc
ati
on
EXPLICIT
TACIT
on
Co
ati
mb
liz
in
na r a ti
on
Inte
Internalization Combination
EXPLICIT
Learning by doing Formal Education (MBA)
Experience Policies
Values/Ethos Data mining Teradata, 1991
Wal-Mart, 2004
TYLENOL® crises of 1982 and 1986 A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
14
info@sscs.ae

15. Our Credo (Johnson & Johnson)
J&J
Credo
We believe our first responsibility is to the doctors, nurses and patients,
to mothers and fathers and all others who use our products and services.
In meeting their needs everything we do must be of high quality.
We must constantly strive to reduce our costs
in order to maintain reasonable prices.
Customers' orders must be serviced promptly and accurately.
Our suppliers and distributors must have an opportunity
to make a fair profit.
We are responsible to our employees,
the men and women who work with us throughout the world.
Everyone must be considered as an individual.
We must respect their dignity and recognize their merit.
They must have a sense of security in their jobs.
Compensation must be fair and adequate,
and working conditions clean, orderly and safe.
We must be mindful of ways to help our employees fulfill
their family responsibilities.
Employees must feel free to make suggestions and complaints.
www.jnj.com/our_company/our_credo/
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
There must be equal opportunity for employment, development
and advancement for those qualified.
We must provide competent management,
and their actions must be just and ethical.
We are responsible to the communities in which we live and work
and to the world community as well.
We must be good citizens – support good works and charities
and bear our fair share of taxes.
We must encourage civic improvements and better health and education.
We must maintain in good order
the property we are privileged to use,
protecting the environment and natural resources.
Our final responsibility is to our stockholders.
Business must make a sound profit.
We must experiment with new ideas.
Research must be carried on, innovative programs developed
and mistakes paid for.
New equipment must be purchased, new facilities provided
and new products launched.
Reserves must be created to provide for adverse times.
When we operate according to these principles,
the stockholders should realize a fair return.
http://www.jnj.com/our_company/our_credo/
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Crea�on
and
Transfer
of
Knowledge
45
Socialization Externalization
Social spaces (Ba) After action review
TACIT
Master/apprentice Lessons learned
Storytelling Metaphor
n Ext
tio ern
za a
i
ial
liz
Soc
ati
on
EXPLICIT
TACIT
on
Co
ati
mb
liz
in
na r a ti
on
Inte
Internalization Combination
EXPLICIT
Learning by doing Formal Education (MBA)
Experience Policies
Values/Ethos Data mining Teradata, 1991
Wal-Mart, 2004
TYLENOL® crises of 1982 and 1986 A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
15
info@sscs.ae

16. The
Knowledge
Edge
–
The
Ul�mate
Goal
46
Kn
14 November 2004
ow
le
d ge
Wisdom
“With 3,600 stores in the United States and
Ed
ge
roughly 100 million customers walking Understanding
throughKnowledge each week, Wal-Mart has
the doors
on
ati
Knowledge
access to information about a broad slice of
C re
America . . . The data are gathered item by
ge
ed
item at the checkout aisle, then recorded,
l
ow
Information
Kn
mapped and updated by store, by state, by
region . . . By its own account Wal-Mart has
Data
460 terabytes of data.” ( 750,000 CDs 1 terabyte ~
1,000,000 MB)
Hurricane
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Combina�on:
Not
always
good!
47
HMCS
Toronto
sails
at
the
lead
of
the
starburst
formation
as
nuclear-­‐powered
USS
George
Washington
aircraft
carrier
takes
the
center.
HMCS
Toronto
is
taking
part
in
Operation
Altair,
joining
the
USS
George
Washington
Aircraft
Carrier
Task
Group
to
help
monitor
shipping
in
the
Arabian
Gulf
region.
By
restricting
the
�low
of
weapons,
drugs,
and
other
illicit
trade,
HMCS
Toronto
and
her
crew
are
helping
to
end
terrorism
and
bring
long-­‐term
stability
to
the
area.
Credit:
MCpl
Colin
Kelley,
Formation
Imaging
Services
Halifax
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Something
to
consider
.
.
.
48
“. . . there are known knowns; there are things we know that we know. There are known
unknowns; that is to say there are things that we now know we don’t know. But there are also
unknown unknowns — there are things that we do not know we don't know.”
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
16
info@sscs.ae

17. Knowns
and
Unknowns
49
Unknown Unknown
Knowns Unknowns
Known Known
Knowns Unknowns
AKA Johari Window
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Unknown
unknowns
50
Somewhere on the West Coast
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Knowns
and
Unknowns
Exercise
51
Unknown Knowns Unknown Unknowns
1. Printer/Scanner 1. Data Mining
2. 2.
3. 3.
Known Knowns Known Unknowns
1. Competitive Intell
2.
3.
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
17
info@sscs.ae

18. A�er
Ac�on
Review
52
1. What was planned?
2. What happened?
3. What is the delta?
4. What do we do about it?
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
CHAPTER 5
DO YOU
REALLY?
Yu, shall I teach you what knowledge is? When
you know a thing, to hold that you know it;
and when you do not know a thing, to allow
that you do not know it;—this is knowledge.
—Confucius, The Analects, 2:17
Organiza�onal
Forge�ng
(de
Holan
et
al.)
54
From
Source of Knowledge
Existing Memory Decay Unlearning
Stock
Newly Avoiding Bad
Failure to Capture
Innovated Habits
Accidental Intentional
Mode of Forgetting
Figure 7. Forms of Organizational Forgetting (Adapted from de Holan et al.)
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
18
info@sscs.ae

19. Energizing
a
Na�on
55
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
What
do
we
know
40
years
later?
56
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Organiza�onal
Memory
57
Organiza�onal
memory
is
the
body
of
knowledge,
past,
present,
and
future,
necessary
to
achieve
the
strategic
objec�ves
of
an
organiza�on.
Enabled
by
technology,
leadership,
and
culture,
organiza�onal
memories
include
repositories
of
ar�facts,
communi�es
of
people,
and
organiza�onal
knowledge
sharing
processes,
which
focus
on
achieving
the
organiza�onal
vision.
Girard,
2009
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
19
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20. Memory
Test*
58
— Bed
— Slumber
— Rest
— Night
— Pajamas
— Awake
— Pillow
— Blanket
— Snore
— Dream
* Developed by Nancy Dixon
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Broader
Challenge
=
Informa�on
Anxiety
59
Gartner Research’s Information Overload Survey concluded there are four
information issues affecting competition: siloed information; too much
information; unindexed information; and ineffective searching procedures
(Linden et al, 2002)
Causes of Cognitive Overload: Components of Information Anxiety:
1. Too much information 1. Not understanding information;
supply; 2. Feeling overwhelmed by the amount
2. Too much information of information to be understood;
demand; 3. Not knowing if certain information
3. The need to deal with multi- exists;
tasking and interruption; and 4. Not knowing where to find
4. Wurman
Inadequate workplace information; and
(1989)
infrastructure to help reduce 5. Knowing exactly where to find the
metacognition. information, but not having the key to
(Kirsh, 2000) access it. (Wurman, 1989, p. 44)
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Informa�on
Anxiety:
A
400
year
dilemma
17th
Century
60
Sir
Francis
Bacon,
a
pioneer
in
the
quest
to
explain
the
rela�onship,
looked
to
King
Solomon’s
biblical
wri�ngs
for
wisdom
“That
in
spacious
knowledge
there
is
much
contrista�on,
and
that
he
that
increaseth
knowledge
increaseth
anxiety”
(1605/1915,
p.
4).
He
countered
King
Solomon’s
council
by
sta�ng
“And
for
the
second
[referring
to
King
Solomon’s
prose],
certain
it
is,
there
is
no
vexa�on
or
anxiety
of
mind
which
resulteth
from
knowledge
Sir
Francis
Bacon
otherwise
than
merely
by
accident”
The
Advancement
Some
four
centuries
a�er
Sir
Francis
challenged
the
ancient
of Learning philosophy
of
King
Solomon
we
appear
closer
to
explaining
this
phenomenon
Francis Bacon
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
20
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21. CHAPTER 6
THE TOOLS
I wish we knew what we know at HP.
—Lew Platt, Hewlett-Packard
KM
Strategies:
Towards
a
Taxonomy
63
— Michael
Earl
2001,
a�er
five-­‐year
study
— Genesis:
confusion
amongst
execu�ves
— Purpose:
to
help
guide
execu�ves
on
choices
to
ini�ate
KM
— Seven
Schools:
Technocratic
¡ Systems
School
¡ Cartographic
Economic
¡ Process
¡ Commercial
Behavioral
¡ Organiza�onal
¡ Spa�al
¡ Strategic
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
21
info@sscs.ae

22. Earl’s
Strategies:
Will
they
work
in
a
2.0
world?
64
Technocratic Economic
School
System Cartographic Engineering Commercial
Attribute
Focus Technology Maps Processes Income
Knowledge
Aim Knowledge bases Knowledge flows Knowledge assets
directories
Philosophy Codification Connectivity Capability Commercialization
Behavioral
School
Organizational Spatial Strategic
Attribute
Focus Networks Space Mindset
Knowledge Knowledge
Aim Knowledge pooling
exchange capabilities
Philosophy
Collaboration Contactivity Consciousness
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Earl’s
System
School
65
Focus
Technology
“to
capture
specialist
knowledge
in
knowledge
bases
Aim
Knowledge
bases
which
other
specialist
or
Philosophy
Codifica�on
qualified
people
can
access”
http://www.pcmag.com/article2/0,4149,28792,00.asp
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Earl’s
System
School
2.0
66
h�p://www.youtube.com/watch?v=cY2E7rzutMA
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
22
info@sscs.ae

23. Earl’s
Cartographic
School
67
Focus
Maps
“to
make
sure
knowledgeable
people
in
the
organiza�on
are
Aim
Knowledge
directories
accessible
to
others
for
advice,
Philosophy
Connec�vity
consulta�on,
or
knowledge
exchange”
“Exper�se
loca�on
systems
replace
the
second-­‐genera�on
technique
of
yellow
pages
making
connec�ons
between
people
and
communi�es”
(Dave
Snowden)
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
67
Earl’s
Cartographic
School
2.0
68
h�p://www.youtube.com/watch?v=ZVlUwwgOfKw
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Earl’s
Engineering
School
69
Focus
Processes
Engineering
school
focuses
on.:
1. “performance
of
business
Aim
Knowledge
Flows
processes
can
be
enhanced
by
Philosophy
Capability
providing
opera�ng
personnel
with
knowledge
relevant
to
their
task”
2. “management
processes
are
FDA
inherently
more
knowledge-­‐
intensive
than
business
processes”
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
23
info@sscs.ae

24. Earl’s
Engineering
School
70
h�p://www.youtube.com/watch?v=zR2Tx1YnIz4
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Earl’s
Economic
School
71
Focus
Income
“it
is
overtly
and
explicitly
concerned
with
both
Aim
Knowledge
Assets
protec�ng
and
exploi�ng
a
Philosophy
Commercial-­‐
iza�on
firm's
knowledge
or
intellectual
assets
to
produce
revenue
streams”
Dow
Vice
President
Richard
Gross
stated
Dow
was
able
to
reduce
their
patent
holdings
by
over
10,000
resul�ng
in
a
saving
of
$40
million
in
five
years.
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
Earl’s
Economic
School
2.0
72
h�p://www.youtube.com/watch?v=Bua4ZHumakk
A
Leader's
Guide
to
KM
©
2012,
John
P.
Girard,
Ph.D.
www.sscs.ae
24
info@sscs.ae