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Knowledge Management Fieldbook, 1st edition

  • Wendi Bukowitz
  • Ruth Williams

Published by FT Press (September 6th 1999) - Copyright © 1999

1st edition

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Overview

"On the strength of its practical, concrete and thoughtful advice, this book will prove to be an essential guide to anyone who is involved in the implementation of a knowledge strategy." - Hubert Saint-Onge, Senior Vice-President, Strategic Capabilities, Clarica

"This book is very learning-rich ... offering stimulating perspectives from the evolving knowledge management movement. It contains many interesting case studies as well as valuable questioning approaches, with, among them; a tool for a KM diagnostic."- Leif Edvinsson, the first ever Director of Intellectual Capital, Skandia. Awarded Brain of the Year 1998 for his pioneering work on Intellectual Capital

The buzz about knowledge management has reached a crescendo. But what is it really about? Can organizations "manage" knowledge? What should they do differently? What should they pay attention to?

Now, for the first time, managers can explore the answers to these questions in a book that presents a comprehensive and practical approach to knowledge management.

Filled with case examples based on the authors' original interviews with more than 50 organizations, the Knowledge Management Fieldbook enables managers to build a detailed action agenda.

Using an elegantly simple framework for thinking about the knowledge management process, the authors advocate a strong link between tactics and strategy that will appeal both to in-the-trenches managers and senior executives at the helm who are grappling with how the knowledge economy impacts upon their business.

Get beyond theory: use knowledge management to make a difference in your organization

The Knowledge Management Fieldbook is a hands-on guide full of practical advice for managers wishing to implement knowledge management within their organizations.

Presented within a comprehensive, yet easy-to-use framework, this book provides quick references to specific areas of the knowledge management process, from information gathering, to facilitating internal knowledge sharing, to measuring the organization's knowledge assets.

Managers will be able to assess their organization's strengths and weaknesses using the Knowledge Management Diagnostic. Their knowledge management scores will guide them to specific chapters where they can learn about elements of the knowledge management process that are most critical to them.

Case studies, exercises, action agendas and self-assessment tools abound, giving managers a ground-level approach for tackling the challenges of knowledge management. Using compelling arguments, the authors demonstrate that managing knowledge assets is no longer a choice, but a necessity.

Table of contents



About the Authors.


Acknowledgements.


1. How to Use The Knowledge Management Fieldbook.

The Scope of the Fieldbook. Knowledge Management: Why Now? Who Should Use This Book. Organization of the Fieldbook. Chapter Structure. Getting Started with the Fieldbook.


2. Knowledge Management Diagnostic.

Introduction and Instructions. Diagnostic and Section Scoring Sheets. Overall Scoring Sheet.


3. Get.

Introduction. Articulation. Awareness. Access. Guidance. Completeness. Agenda for Action.


4. Use.

Introduction. Permeability. Freedom. Agenda for Action.


5. Learn.

Introduction. Visibility. Habituation. Agenda for Action.


6. Contribute.

Introduction. Motivation. Facilitation. Trust. Agenda for Action.


7. Assess.

Introduction. Perspective. Integration. Agenda for Action.


8. Build and Sustain.

Introduction. Direction. Connection. Recognition. Reciprocity. Agenda for Action.


9. Divest.

Introduction. Forbearance. Conversion. Agenda for Action.


10. Looking Ahead: Management Through a Knowledge Lens.


Selected Bibliography.


Index.

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