To help insure the project starts off right and ends up right the first time, consider consulting a consultant, Stoll recommends. Research and interview potential candidates to insure a positive working relationship.
2. Equip organization/business board and/or management to "get on board." Present benefits; concerns; projected outcomes. Stress expected benefits such as:
Better knowledge sharing among staff and member/customers;
Improved records-management system for enhanced use of our knowledge;
System that uses member/customer knowledge to improve customer relationship management and provide better services to members/customers.
3. Consider funding costs of the project.
4. Identify and set goals and expectations, yet be flexible when change is needed.
Moving forward
The Encyclopedia of Knowledge Management which contains 940 definitions and 3,600 plus references discusses concepts/ideas from the past, enveloped in the present, and projects emerging directions of knowledge management. Key issues, concepts and terms are covered in this massive book marketed to libraries. "Libraries that purchase the print version receive access to the encyclopedia's electronic version for the life of the edition." ("Idea Group..." 2005) Complementing contemporary publications claiming to clarify knowledge management components, however, a barrage of not so easily explained innovations are regularly revealed. According to KM World, " QL2 Software and TEMIS have formed an alliance to deliver a mutually complementary system for creating industry-specific and application-oriented data analysis reports from what they call locked and hidden content." ("Deep Web diving" 2006) This hint of tomorrow's tools to be used in/for knowledge management is explained:
WebQL 3.0 platform Automates information extraction from Web and other amorphous data resources, reformatting it into structured; actionable formats.
WebQL gathers information in and outside of firewalls, as well as monitors that are password-protected (Web sites and Blogs; newswires; trade journals; stored e-mails) and then reveals relevant data.
QL2 claims that along with its ability to integrate data from virtually any source, its product has intact access to any type information to purportedly further extend business and competitive intelligence, and other business "solutions." (Ibid)
Online Miner 3.2, according to TEMIS, analyzes text and solutions to enhance the use of information.... And "plays a critical role in fields where information processing is complex due to the great volume of data, such as in competitive intelligence, customer relationship management, scientific intelligence and reputation management." (Ibid) Bellinger (2004) strives to simply concepts related to knowledge management as he notes an observation by Neil Fleming to be the basis for thoughts relating to his following diagram:
collection of data is not information.
A collection of information is not knowledge.
A collection of knowledge is not wisdom.
A collection of wisdom is not truth." (Ibid)
Data, according to Bellinger (Ibid), amounts to a meaningless point in space and time, without reference to either, stressing "out of context" to be the key context. Collection of data is not information, as although data portions may represent information, however this is determined on the comprehension/understanding of the one perceiving the data. Information, he insists is merely an.".. understanding of the relationships between pieces of data, or between pieces of data and other information." pattern has the potential to represent knowledge, Bellinger (Ibid) argues, when a pattern relation exists amid the data and information. It becomes knowledge only when an individual is able to recognize and comprehend patterns and implications. Patterns that represent, nevertheless, rather than being contextual dependent to the extend of information, tend to be more self-contextualizing, or to a great extent, construct its own context rather than being context dependent. The following associations, Bellinger (Ibid) insists can be rationally made:
Information relates to description, definition, or perspective (what, who, when, where).
Knowledge comprises strategy, practice, method, or approach (how).
Wisdom embodies principle, insight, moral, or archetype (why)." (Ibid)
On Demand Value Knowledge management, according to Bellinger (Ibid), "would be the capture, retention, and reuse of the foundation for imparting an understanding of how all these pieces fit together and how to convey them meaningfully to some other person." Knowledge's value, consequently, directly relates to how effectively the managed knowledge enables a the members of a business or to address and deal with current situations, while effectively envisioning and creating their futures. "Without on-demand access to managed knowledge," Bellinger (Ibid) contends, "every situation is addressed based on what the individual or group brings to the situation with them. With on-demand access to managed knowledge, every situation is addressed with the sum total of everything anyone in the organization...
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