You are previewing Knowledge Works: The Handbook of Practical Ways to Identify and Solve Common Organizational Problems for Better Performance.
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Knowledge Works: The Handbook of Practical Ways to Identify and Solve Common Organizational Problems for Better Performance

Book Description

Knowledge Works is a handbook full of ideas to help you draw on people's knowledge to keep ideas fresh, reduce waste, and build competence and capability. You can either dip into it according to your needs, or work through it in a more systematic way to create a plan to improve your organization's performance.

"Knowledge Works is a very practical book that provides proven solutions for important knowledge-related problems in organizations including: how to convince managers that knowledge is important, how to create a knowledge-sharing culture, and how to improve the quality of conversations. A must-read for all managers of knowledge-intensive organizations."

Daan Andriessen, Professor of Intellectual Capital, Inholland University of Applied Sciences, The Netherlands

"To be successful as a manager, you need to make better decisions, be more innovative and to do more with less. In this highly practical handbook, Christine Van Winkelen and Jane McKenzie offer new ideas to challenge your current thinking and achieve this. Their work is soundly based on 10 years collaborative research with the Knowledge Management Forum at the Henley Business School."

David Gurteen, Founder and Director, Gurteen Knowledge Community

"This book shows in a very inspiring and hands-on way how knowledge works. This is an utmost important understanding in the growing intellectual economy for increased operational knowledge effectiveness. The book has in an impressive way systematized many challenging K-works perspectives, from knowledge mapping and flows to social media and knowledge creating conversations. It is demonstrating a number of insightful real life stories and projects during 10 years of the Henley KM Forum, as well as providing valuable reading notes. Happy Knowledge Work ..."

Leif Edvinsson, Honorary Chairman for the Henley KM Forum, The World's First Professor of Intellectual Capital

Table of Contents

  1. Cover
  2. Praise for Knowledge Works
  3. Title page
  4. Copyright
  5. INTRODUCTION
  6. Section I: Establish strategic priorities
    1. What do we mean by strategic priorities?
    2. How do you establish them?
    3. Key questions to ask yourself
    4. Chapter 1 IDENTIFYING VALUABLE KNOWLEDGE
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
    5. Chapter 2 MAKING A COMPREHENSIVE ASSESSMENT OF KNOWLEDGE FLOWS
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Knowledge flows that start from individuals
      5. Creating an action plan
      6. Real life stories
      7. Top tips
      8. The research and the team involved
      9. Final reflections from the research
  7. Section II: Enable operational effectiveness
    1. What do we mean by operational effectiveness?
    2. How do you enable it?
    3. Key questions to ask yourself
    4. Chapter 3 TAKING KNOWLEDGE INITIATIVES TO THE FRONT LINE OF THE ORGANIZATION
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
    5. Chapter 4 INTEGRATING KNOWLEDGE PRACTICES INTO PROJECTS
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
    6. Chapter 5 WORKING COLLABORATIVELY IN PARTNERSHIPS
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
  8. Section III: Stimulate innovation
    1. What do we mean by innovation?
    2. How do you stimulate it?
    3. How do you make it a habit?
    4. Key questions to ask yourself
    5. Chapter 6 BUILDING KNOWLEDGE ENABLED INNOVATION CAPABILITY
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
    6. Chapter 7 RETAINING AND DEVELOPING EXPERTISE
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories2
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
  9. Section IV: Increase learning capacity
    1. What do we mean by learning capacity?
    2. How do you increase it?
    3. Key questions to ask yourself
    4. Chapter 8 JOINING UP INDIVIDUAL AND ORGANIZATIONAL LEARNING
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories4
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
    5. Chapter 9 EXTRACTING KNOWLEDGE VALUE USING DOCUMENT MANAGEMENT SYSTEMS
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
    6. Chapter 10 SUSTAINING EFFECTIVE COMMUNITIES OF PRACTICE
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
    7. Chapter 11 LEARNING FROM EXTERNAL COLLABORATIONS
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
  10. Section V: Become more agile
    1. What do we mean by agility?
    2. How do you develop the key attributes of agility?
    3. Key questions to ask yourself
    4. Chapter 12 MAKING MORE KNOWLEDGEABLE DECISIONS
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
    5. Chapter 13 USING SOCIAL MEDIA FOR KNOWLEDGE SHARING
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
    6. Chapter 14 TRANSFORMING RELATIONSHIPS AND STRUCTURES IN ORGANIZATIONS
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
  11. Section VI: Make change stick
    1. What makes change so difficult?
    2. How can you make it easier for people to accept change?
    3. Key questions to ask yourself
    4. Chapter 15 DEVELOPING KNOWLEDGE-SHARING BEHAVIOURS AND EFFECTIVE KNOWLEDGE ACTIVISTS
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the teams involved
      8. Final reflections from the research
    5. Chapter 16 MOVING FROM HARD SELL TO COMPELLING BUY
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
    6. Chapter 17 IMPROVING THE QUALITY OF CONVERSATIONS
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
    7. Chapter 18 TAKING ACCOUNT OF NATIONAL CULTURE IN DESIGNING KNOWLEDGE INITIATIVES
      1. Snapshot
      2. Why this matters
      3. What this means for your organization
      4. Creating an action plan
      5. Real life stories
      6. Top tips
      7. The research and the team involved
      8. Final reflections from the research
  12. Index