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skip to main | skip to sidebar from the knowledge management front-line tuesday, 28 august 2018 safety management as an analogue for knowledge management can safety management be a good analogue for km? in many ways, safety management is a good analogue to knowledge management. vintage safety poster from public domain images both are management systems for dealing with intangibles. both are leaps in thinking from treating safety/knowledge as something personal, to treating it as something of company priority both require introduction of a framework, including roles, processes, governance, and technology support both need to be introduced as change programs. both deliver step changes in performance. this is good news for the knowledge manager, as safety management has been successfully introduced in many industries, and therefore is a source of learning for km implementation. one of the early exercises for any knowledge manager in an organisation where a safety culture is in place, is to look at how safety management was implemented; what succeeded, what failed, what needed to be in place, and therefore what the lessons are for km. culture change is possible, implementation of a new intangible-management system is possible, and km can learn from that. there are plenty of public-domain guides to introducing a safety culture, which can also be used as templates for introducing a km culture. for example; ishn provide 8 tips (my additions in italics, to show how it could apply to km) define safety (km) responsibilities share your safety (km) vision enforce accountability provide multiple options report, report, report rebuild the investigation ( lesson learning ) system build trust celebrate success osg provide 6 tips - communicate provide training lead by example develop and implement a positive reporting process involve workers . put your jhsc ( knowledge management framework ) into action however all analogies break down somewhere, and one of the major differences between km and safety management is that a safety incident is very visible; as lost time, or as an injury. a lost time incident is far more visible than a lost knowledge incident. therefore safety management is easier to implement, because the outcomes are so visible, and performance metrics can easily be captured and shared. however, intangible metrics are used in safety are only recorded because people take time to record them, and one of the things they record are the near misses and the "high potential events" (times when things could have gone horribly wrong. these events and near misses themselves don't result in accidents or injury, but are a leading indicator, and show that safety processes are not being applied. an equivalent leading indicator in km would be the number of lessons without closed-out actions in a learning system, or the repeat mistakes, or the number of unanswered questions in a community forum - indicators that knowledge processes are or are not being applied. so although we cannot capture a "lost knowledge incident" we can at least record whether the right questions are being asked, or the right observations and insights shared. indirect outcome-based metrics can be applied to knowledge management, the ultimate output being continuous business performance improvement. this does not directly measure knowledge, but indicates the effect of the application of knowledge. see my blog post on learning curves , and our website page on valuation of km . posted by nick milton at 08:21 0 comments (click for details) labels: culture friday, 24 august 2018 how to "sell" the topic of km (video) here is a recording i gave of a talk to isko in singapore, on the topic of "selling km" courtesy of patrick lambe isko sg nick milton how to sell knowledge management from patrick lambe on vimeo . posted by nick milton at 08:30 0 comments (click for details) labels: selling , video thursday, 23 august 2018 how a lurker benefits from observing collaboration a lurker within the massively collaborative polymath project explains the benefit he received. lurking cat, by filip maljkovic, on flickr the polymath project is a collaboration among mathematicians to solve important and difficult mathematical problems by coordinating many mathematicians to communicate with each other. the project uses a blog, to manage conversation, and a wiki to build the solution. mathematicians of all seniorities take part, the result is truly collaborative, and several papers have been published under the pseudonym d.h.j. polymath. a recent paper discussing the solution of the 8th problem to be solved by the polymath community contains an interesting couple of paragraphs by an american undergraduate maths student, andrew gibson. andrew and his classmates are not yet experienced enough to contribute to the project, but they gained valuable knowledge and insight through lurking and observing. as andrew explains "shortly after zhang announced his result and you ( tao, the coordinator of the polymath community ) proposed the project, my classmates and i began a small, weekly seminar with a professor devoted to studying some of the theory involved (analytic number theory, sieve methods, etc.), albeit on a much more elementary level that was within our reach. of course, the majority of the actual proof is still mostly over our heads but at least i feel as if i’ve gained a bird’s-eye-view of the strategy and, probably more importantly, how it fits into the larger field. (for instance, before any of this, i could never have explained the bombieri/vinogradov theorem or the hardy-littlewood prime tuple conjecture.) so for us the project was a great excuse to enter a new subject and has been immensely educational. more than that though – reading the posts and following the ‘leader-board’ (blog) felt a lot like an academic spectator sport. it was surreal, a bit like watching a piece of history as it occurred. it made the mathematics feel much more alive and social, rather than just coming from a textbook. i don’t think us undergrads often get the chance to peak behind closed doors and watch professional mathematicians “in the wild” like this so, from a career standpoint, it was illuminating. i get the sense that this is the sort of activity i can look forward to in grad school and as a post-doc doing research (...hopefully). i also suspect that many other students from many other schools have had similar experiences but, like me, chose to stay quiet, as we had nothing to contribute. so, thank you all for organising this project and making it publically available online". i love the bit about "academic spectator sport" and "watching professional mathematicians in the wild". this is the benefit of a community deliberately "collaborating out loud" to an audience of more novide members - they get to experience the way the experts think and the way they collaborate on solutions. it's an intense learning experience for the lurker. posted by nick milton at 08:34 0 comments (click for details) labels: collaboration wednesday, 22 august 2018 50 ways to wreck your km strategy here's another reprieve from the archives - 50 ways to wreck your km strategy when i wrote " designing a successful km strategy " with stephanie barnes, we originally included a final chapter on "how to wreck your strategy" - a list of 50 things not to do (similar to the chapter on " 100 ways to wreck organisational learning " from my previous book). the publishers did not like the concept and found it too negative. here's what we would have included. please let us know if we have missed anything! "in the previous chapters, we've looked at how you can write an effective knowledge management strategy, which will provide context, direction and limits to your knowledge management implementation. we've looked at the success factors, the things you have to get right; the principles, the inputs, the approaches. in this penultimate chapter, we will turn it around, and lo

URL analysis for nickmilton.com

http://www.nickmilton.com/search/label/resources
http://www.nickmilton.com/search/label/knowledge%20supply%20chain
http://www.nickmilton.com/search/label/standards
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http://www.nickmilton.com/search/label/incentives
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http://www.nickmilton.com/#main
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Domain Name: NICKMILTON.COM
Registry Domain ID: 101080067_DOMAIN_COM-VRSN
Registrar WHOIS Server: whois.tucows.com
Registrar URL: http://www.tucowsdomains.com
Updated Date: 2017-06-26T07:11:04Z
Creation Date: 2003-07-25T14:00:30Z
Registry Expiry Date: 2018-07-25T14:00:30Z
Registrar: Tucows Domains Inc.
Registrar IANA ID: 69
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Domain Status: clientUpdateProhibited https://icann.org/epp#clientUpdateProhibited
Name Server: ULTRA103.UK2.NET
Name Server: ULTRA104.UK2.NET
DNSSEC: unsigned
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  REGISTRAR Tucows Domains Inc.

SERVERS

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  ULTRA103.UK2.NET 77.92.66.25

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