Epic Think Tank
Blending Learning and Knowledge Management
1. The personality of knowledge
'What I'm trying to change in my organisation,' said one of our
delegates, the head of learning for a global bank, 'is to ensure
that what walks out of the door every day (i.e. the staff) leave
something behind of the knowledge they gather on the job.'
Clearly the problem of knowledge attrition isn't just the concern
of knowledge management. And similar concerns are being voiced more
and more frequently nowadays within the sphere of organisational
learning - within what we used to call 'the training community'
- about the capture and re-use of the organisation's knowledge.
But why now, in particular?
To answer this question we first have to pose a more basic one
and ask exactly what it is that we mean by knowledge.
'Knowledge is what I know that you might want to know,' offered
another of our delegates; 'Knowledge is personal, where information
is not'. And it seemed that right from the start this riddle of
how to extract value from knowledge was bound up in some slightly
mysterious way with the fact of its personal ownership.
Next>>
Intro: Sven, VBM and the book under
the counter
2. Making the tacit explicit
3. Learning from war stories
4. The book under the counter
5. The convergence of learning and
knowledge management
6. Reward systems in the culture club
7. Modelling the tall poppy
8. Value based management and Sven's
men
9. The Odyssey as quality manual
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