Different perspectives of knowledge management
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Presented at a joint meeting of the Knowledge Management Leadership forum and the Victorian Government Innovation and Improvement community of practice, 19 May 2011.
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Different perspectives of knowledge management
- 1. Different aspects of Knowledge Management: Connecting people and knowledge: beneath the surface Helen Mitchell May 2011 For KMLF and Victorian Government Innovation & Improvement CoP
- 2. Hello Me
- 5. Dimensions of Trust I have a story about this too. Abrams et al (2003) “ You care about me and take an interest in my well-being and goals.” “ You have relevant expertise & can be depended upon to know what you are talking about.” Benevolence Competence
- 6. My perspective Effective knowledge sharing
Notas do Editor
- Education Work Life Passions
- Story about the first Knowledge Café the team ran for CPA Congress It was 2009, in Brisbane Members walked in the room, and I could some them inwardly collapse as they realised they would be talking with each other! I sat at the table with members – one of them was a gentleman from Brisbane. He was of Indian origin. (I’m not sure if this is significant) We talked about his dawning change about how he was realising the shift in this – and what a profound difference it had made to how he thought and felt about his life and work In the sharing session, I ‘dobbed him in” to share his story. At first he hesitated. Then he got into it. Later on, he sent me a lovely email about what a difference that had made to him and was making in his approach to work and life. To me, this is the essence of what KM means for me.
- To me, it’s the engine, the fuel, the oil
- Story of starting member communities and knowledge networks at CPA Australia – in the virtual realm. We found it all came down to trust. How can I trust this content, how can I trust this person? How do I know what they say is true? Public Practice Committee – they were the early adopters. They saw there was real benefit in connecting across geography and time. They wanted it fo their business, they wanted to form networks with their counterparts, particularly in Asia. But how could we trust that the person was a CPA, and they were credible? The social networking profile and the facilitative/host aspect by CPA were the two keys.
- Nurturing interpersonal trust in knowledge-sharing networks. Abrams (2003) Trust builders: Act with discretion Be consistent between word and deed Ensure frequent and rich communication Engage in collaborative action Ensure that decisions are fair and transparent Establish and ensure shared visions and language Hold people accountable for trust Create personal connections Give away something of value Disclose your expertise and limitations