The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business Review

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The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business ReviewThis book breaks down the core strategic issues in managing intellectual capital. It's basically a road map to build, or retrofit, an enterprise KM program. The examples from Accenture, ConocoPhillips, Fluor, IBM, MITRE, Petrobras, Schlumberger, the U.S. Department of State & others are great for building a business case when your own organization doesn't have their own--yet. The discussion is broken down into 11 chapters:
-Chapter 1 details KM program objectives, new forces affecting KM , and a framework for KM program design efforts.
-Chapter 2 explains how to ID critical knowledge and map that knowledge.
-Chapter 3 shows how to build a business case and how a KM program matures.
-Chapter 4 describes the primary categories of KM approaches and how to create a portfolio of approaches.
-Chapter 5 examines proven approaches such as communities of practices.
-Chapter 6 examines Web 2.0 tools as KM approaches.
-Chapter 7 further dives into Web 2.0 tools by focusing on *enterprise* social networking.
-Chapter 8 lays out the people infrastructure for an enterprise KM program.
-Chapter 9 focuses on people issues and executive involvement.
-Chapter 10 explains how to address measurement needs based on your program's maturity.
-Chapter 11 breaks down the guiding principles for your KM program to improve.
-A very lengthy appendix chronicles four companies with outstanding KM programs.
THis is a manageable read about a topic that need not be as convoluted/theoretical as other books have suggested.
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Managing the Unexpected: Resilient Performance in an Age of Uncertainty Review

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Managing the Unexpected: Resilient Performance in an Age of Uncertainty ReviewThis second edition - an update of the 2001 book that introduced us to the 'mindful' organization - is a timely and well-done re-write that furthers the authors' contention that mindfulness is at the core of a learning organization. By substituting a failed preemptive burn incident, (the 2000 Cerro Grande wildland fire that caused $1 billion of damage to Los Alamos), for the 1st edition's Union Pacific/Southern Pacific merger debacle as the central example of their 5 principles of mindfulness, the reader is able to feel the flames of the unexpected leap beyond the control lines of the HRO (High Reliability Organizations) environment. This wind-fed fire metaphor gives life to the uncontrollable nature of today's business environment and every business's need for a mindful response to the unexpected. Managing only for the expected will not provide containment when the winds of change blow into your marketplace. From the authors' perspective, the appropriate response is the creation of an infrastructure to provide the 5 principles of mindfulness.
1.Preoccupation with failure - treating any failure (often small ones) as a symptom that something is wrong with the system, a mindful organization is continually updating its understanding.
2.Reluctance to simplify interpretations - ensuring a more complete and nuanced picture, simplifying less and seeing more.
3.Sensitivity to operations - paying attention to relationships at the front line, where the work gets done.
4.Commitment to resilience - maintaining a deep knowledge of the technology, the system, one's coworkers, and one's self as avenues for improvising and keeping the system functioning.
5.Deference to expertise - cultivating diversity to do more with complexities, mindful organizations push decisions down to the people with the most expertise, not the most rank or even seniority. This deference moves issues around/across the system, migrating problems to someone with the knowledge and capabilities to address them.
I found the book interesting and instructive the first time around, and I was even more impressed with this 2nd edition. Professor's Weick and Sutcliffe make good use of examples to demonstrate their conclusions and to bring the principles to life. The book is thought provoking and instructive; providing yet another perspective on how to manage performance in the face of today's rapidly flattening landscape.
Dennis DeWilde, author of
"The Performance Connection"
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