Hello,



I would like to invite you to participate in the K-LAB event on November 17,
2009.

K-LAB, a short version for Knowledge-Lab, is a virtual space where knowledge
specialist craft ideas, information, and knowledge through an ongoing online
dialogue.

We also provide a free one-hour introduction course to facilitate participation
and Digital-Collaboration Training in K-Lab events.  During this course we will
acquaint the participants with specific tools that are used for collaboration,
namely the new webIDEApro.

Both the K-Lab and the training session are free and require registration. Read
below for more information about the event and registration.

Details on K-Lab  and the webinar.

Registration is free. To register follow the link below:
http://www.a-i-a.com/k-net

Theme of this event:  Web 2.0 Tools for Collaboration

Date: November 17, 2009

Place on the Web: www.webideapro.com & Skype

Time:: (Please check your local time)
San Francisco, Vancouver: 11h (11 AM Pacific Time)
Calgary, Edmonton, 12h
Regina, Winipeg: 13h
Toronto, Montréal, Québec, Ottawa, New York: 14h (2PM)
Fredericton, Moncton, Halifax: 15h (3PM)
St-John's: 15h30  (3:30 PM)

Details on Introduction Course that precedes the K-Lab event:

Theme: Intro to Web 2.0 Collaboration Tools
Date: November 17. 2009
Place on the Web: www.dimdim.com and join meeting room «garage99».
Time:: (Please check your local time)

San Francisco, Vancouver: 10h (10 AM Pacific Time)
Calgary, Edmonton, 11h
Regina, Winipeg: 12h
Toronto, Montréal, Québec, Ottawa, New York: 13h (1PM)
Moncton, Halifax: 14h (2PM)
St-John's: 14h30  (2:30 PM)

Following your registration, you will receive more information and an invitation
Code.

Do not hesitate to contact us if you require more information using the form
here: http://www.a-i-a.com/k-net/inscriptions/index.html

See you online soon!


K-Net Team
http://www.a-i-a.com/k-net

Dear KMCI Virtual Chapter Members,

Here's a reminder about our August 24-28, 2008 CKIM Workshop.

Knowledge Management is experiencing a resurgence in interest these days. The
spread of Web 2.0 tools, and the development of the Enterprise 2.0 "meme," have
suggested the idea of KM 2.0, a "new, new KM" defining a distinct generation or
new age of KM practice. Some identify KM 2.0 with the software tools that people
are now applying in KM projects. Others make a clear distinction between the
tools and the new types of interventions, while viewing the new tools as a
necessary condition for identification of a project as using KM 2.0. Still
others view KM 2.0 and Enterprise 2.0 as the same thing. And most with an
interest in KM 2.0 believe that this new, new KM will get KM right for the first
time.

In any event, these are exciting days for KM once again it's more important than
ever to have a good background in theory, strategy, case applications,
methodology, techniques, and software tools. The most comprehensive introductory
workshop available both for newcomers and for those of you who want a refresher
is KMCI's CKIM Workshop.

The next face-to-face CKIM Workshop is August 24-28, 2008 in the Washington, DC
area. Details are here and at related links:

http://kmci.org/kmci_certificate_programs.html

CKIM as well as many additional Workshops on more specialized topics are also
available in real-time synchronous Distance Learning format. Taking it this way
offers greater flexibility in scheduling, and saves travel costs. A description
of the Distance Learning Workshops begins here:

http://kmci.org/kmcidistancelearning.html

Folks, this really is the best program in KM. People will tell you it's the
Mercedes in the area of introductory training, and they'll try to sell you a
Chevrolet at the same price, using the argument that this program is too
theoretical and too hard for beginners to learn. Don't let them kid you. It is
harder than the others because it handles the complexities of this very complex
subject in a way that can help you understand it at its core. Do you want that
kind of understanding? Or do you want a superficial introduction that makes
everything sound good, but leaves you at a loss when you
really have to do KM? It's up to you. Compare the syllabi in the various
introductory workshops, and the course takeaways, and also ask yourself which
Workshop is taught by the instructor(s) with the best record of research and
publications. I think you'll conclude that on all these counts the CKIM
introductory Workshop is the best one in the field.

Please join us on August 24-28, 2008, it's always a pretty good party.

Best,

Joseph M. Firestone, Ph.D.
Managing Director, CEO
Knowledge Management Consortium International
www.kmci.org
www.kmci.org/alllifeisproblemsolving
Managing Director, CEO
KMCI and Center for The Open Enterprise

CKO
Executive Information Systems, Inc.
www.dkms.com
http://radio.weblogs.com/0135950
703-461-8823

[Non-text portions of this message have been removed]

Conducted by: Andrea Hester, Ph. D. Student, University of Colorado Denver

The purpose of this survey is to provide data for my dissertation
which involves knowledge management with a focus on various
technologies. I am looking at the factors which motivate adoption and
usage of knowledge management systems with a particular interest in
wiki technology-based systems, although usage of all types of
technologies is pertinent. The results of this research could provide
valuable information to organizations seeking to improve knowledge
management processes and/or implement technological solutions.

If as part of your work processes you use some type of knowledge
management system, such as Discussion Forum or Message Board, Blog,
Group Decision Support System, Microsoft SharePoint, Dynamic Database,
Web Management System or Intranet, or Wiki Technology-Based System,
then you can provide valuable information for this research. In return
for your time, at the end of the survey you can choose to enter your
name in a drawing for a $50 Best Buy Gift Card, as well as receive a
report on our findings.

If you work for an organization which would be interested in a report
curtailed only to the participants of your organization, I would
gladly create a special link for you to invite your workers, thus
allowing me to provide findings based solely on your organization.

Regardless of how you complete the survey, it is completely anonymous
and you are not required to leave your name for submission. The survey
consists of 45 questions requiring approximately 10 minutes of your
time. Please click the following link to participate in the survey.

http://www.surveymonkey.com/s.aspx?sm=QJ9dAGQAyIlWtBi3Cq9krw_3d_3d

P.S. Please forward to anyone who may participate.

Dear KMCI Virtual Chapter Members,

Here's a reminder about our October 27-31, 2008 CKIM Workshops.

Knowledge Management is experiencing a resurgence in interest these days. The
spread of Web 2.0 tools, and the development of the Enterprise 2.0 "meme," have
suggested the idea of KM 2.0, a "new, new KM" defining a distinct generation or
new age of KM practice. Some identify KM 2.0 with the software tools that people
are now applying in KM projects. Others make a clear distinction between the
tools and the new types of interventions, while viewing the new tools as a
necessary condition for identification of a project as using KM 2.0. Still
others view KM 2.0 and Enterprise 2.0 as the same thing. And most with an
interest in KM 2.0 believe that this new, new KM will get KM right for the first
time.

In any event, these are exciting days for KM once again it's more important than
ever to have a good background in theory, strategy, case applications,
methodology, techniques, and software tools. The most comprehensive introductory
workshop available both for newcomers and for those of you who want a refresher
is KMCI's CKIM Workshop.

The next face-to-face CKIM Workshop is October 27-31, 2008 in the Washington, DC
area. Details are here and at related links:

http://kmci.org/kmci_certificate_programs.html

CKIM as well as many additional Workshops on more specialized topics are also
available in real-time synchronous Distance Learning format. Taking it this way
offers greater flexibility in scheduling, and saves travel costs. A description
of the Distance Learning Workshops begins here:

http://kmci.org/kmcidistancelearning.html

Folks, this really is the best program in KM. People will tell you it's the
Mercedes in the area of introductory training, and they'll try to sell you a
Chevrolet at the same price, using the argument that this program is too
theoretical and too hard for beginners to learn. Don't let them kid you. It is
harder than the others because it handles the complexities of this very complex
subject in a way that can help you understand it at its core. Do you want that
kind of understanding? Or do you want a superficial introduction that makes
everything sound good, but leaves you at a loss when you
really have to do KM? It's up to you. Compare the syllabi in the various
introductory workshops, and the course takeaways, and also ask yourself which
Workshop is taught by the instructor(s) with the best record of research and
publications. I think you'll conclude that on all these counts the CKIM
introductory Workshop is the best one in the field.

Please join us on October 27-31, 2008, it's always a pretty good party.

Best,

Joseph M. Firestone, Ph.D.
Managing Director, CEO
Knowledge Management Consortium International
www.kmci.org
www.kmci.org/alllifeisproblemsolving
Managing Director, CEO
KMCI and Center for The Open Enterprise

CKO
Executive Information Systems, Inc.
www.dkms.com
http://radio.weblogs.com/0135950
703-461-8823

Hi David,

Sorry the message below took so long to appear. I thought I had approved it at
the time I sent it, but it turns out I never did.

Hi David,

It's nice to hear from you.

I hope you're well and happy.

Perhaps some of the material there can suggest topics for discussion here.

Best,


Joe
  -------------- Original message ----------------------
From: David LaGrone <dvdlagr@...>
> Joe, thanks for sharing this. I look forward to many thought-provoking times
as
> I peruse this.
>
> David LaGrone
>
>
>
>
> [Non-text portions of this message have been removed]
>
>

Joe, thanks for sharing this. I look forward to many thought-provoking times as
I peruse this.
 
David LaGrone




[Non-text portions of this message have been removed]

Hi Folks,


A few months back I began blogging again and put some of the old entries and all
of the new entries on the KMCI web site.

The new url is http://www.kmci.org/alllifeisproblemsolving

I have about 72 posts up there now and I think you'll find that a lot of them
make you think. You may find browsing through the tag cloud pretty interesting.

Currently I'm in the midst of a multi-part series on KM 2.0. I should finish
that over the next week and will probably then again take up a subject I blogged
on some weeks ago, namely National Governmental Knowledge Management.

Best,


Joe

Dear KMCI Virtual Chapter Members,


Knowledge Management is experiencing a resurgence in interest these days. The
spread of Web 2.0 tools, and the development of the Enterprise 2.0 "meme," have
suggested the idea of KM 2.0, a "new, new KM" defining a distinct generation or
new age of KM practice. Some identify KM 2.0 with the software tools that people
are now applying in KM projects. Others make a clear distinction between the
tools and the new types of interventions, while viewing the new tools as a
necessary condition for identification of a project as using KM 2.0. Still
others view KM 2.0 and Enterprise 2.0 as the same thing. And most with an
interest in KM 2.0 believe that this new, new KM will get KM right for the first
time.

In any event, these are exciting days for KM once again it's more important than
ever to have a good background in theory, strategy, case applications,
methodology, techniques, and software tools. The most comprehensive introductory
workshop available both for newcomers and for those of you who want a refresher
is KMCI's CKIM Workshop.

The next face-to-face CKIM Workshop is October 27-31, 2008 in the Washington, DC
area. Details are here and at related links:

http://kmci.org/kmci_certificate_programs.html

CKIM as well as many additional Workshops on more specialized topics are also
available in real-time synchronous Distance Learning format. Taking it this way
offers greater flexibility in scheduling, and saves travel costs. A description
of the Distance Learning Workshops begins here:

http://kmci.org/kmcidistancelearning.html

Folks, this really is the best program in KM. People will tell you it's the
Mercedes in the area of introductory training, and they'll try to sell you a
Chevrolet at the same price, using the argument that this program is too
theoretical and too hard for beginners to learn. Don't let them kid you. It is
harder than the others because it handles the complexities of this very complex
subject in a way that can help you understand it at its core. Do you want that
kind of understanding? Or do you want a superficial introduction that makes
everything sound good, but leaves you at a loss when you really have to do KM?
It's up to you. Compare the syllabi in the various introductory workshops, and
the course takeaways, and also ask yourself which Workshop is taught by the
instructor(s) with the best record of research and publications. I think you'll
conclude that on all these counts the CKIM introductory Workshop is the best one
in the field.

Please join us on October 27-31, 2008, it's always a pretty good party.

Best,

Joseph M. Firestone, Ph.D.
Managing Director, CEO
Knowledge Management Consortium International
www.kmci.org
www.kmci.org/alllifeisproblemsolving
Managing Director, CEO
KMCI and Center for The Open Enterprise

CKO
Executive Information Systems, Inc.
www.dkms.com
http://radio.weblogs.com/0135950
703-461-8823

Dear KMCI Virtual Chapter Members

The time's growing a bit short for the August face-to-face CKIM Workshop, so
please act now. If you need to be reminded what a great value this is, please
read the following.

This is a reminder about our August 25 - 29, 2008 CKIM workshop and a lengthy
description of what it has to offer. You may have seen the content before if
you've been a member of this list for some time. But if you need to review
details because you're thinking of taking a great and comprehensive KM class,
then this post is for you.

Knowledge Management is now full of training classes and full of Certificates
and Certifications. There's nothing wrong with many of those and your
organization may well find them of value. But, in KM, the truth is that there is
no industry-wide agreement on basics that all Knowledge Managers should know.
There's no agreement on Key Concepts, important models, processes, techniques,
or software tools. And, on top of that, everything is in constant ferment and
changing rapidly. In such a field, Certification is not as important as
education, teaching a comprehensive approach and a variety of other materials
and tools that can serve as a foundation for the continuous learning that is the
reality for any KM practitioner.

KMCI's CKIM workshop offers such an education in one week of intensive,
comprehensive KM education. Other alternatives, again, are available besides
ours, and we're sure that many others offer quality in various respects, but we
believe that our alternative, in addition to all of the features described below
has the inestimable advantage that it does not 'wag the dog' of Knowledge
Management by primarily providing instruction in the use of one of its tools or
techniques; but instead teaches you a comprehensive approach to doing KM
including concepts and theory, normative goals and objectives, and also about a
'how to do it' methodology, including techniques for intervening, impact
evaluation and assessment, and core software tools for applying the methodology.

Of course, there's a place in Knowledge Management for training in how to
implement CoPs, or Social Network Analysis, or Value Network
Analysis, or storytelling and narrative, or Knowledge Cafes, or other important
technques. But workshops on those topics don't educate you
in how to do KM, but only in one of the initiatives you might use as part of a
KM intervention. You will need training in such things. But, even more, you need
training in the context of KM interventions within which these techniques find
their place. Otherwise you'll just be 'wagging the dog' and not doing real KM.

It's in educating you about that context that our workshop excels, and, we
believe, excels above all others presently available, But judge for yourself,
read through the description of a previous Workshop I've appended below and then
look at the further information available on our web site. Here's the
description.

*/The best value //in KM Teaching Conferences/* is KMCI's next CKIM/K-STREAM(tm)
Workshop. It will be held in the Washington, DC Metro area from January 7 - 11,
2008 at The Residence Inn at 550 Army Navy Drive, Arlington, VA 22201.

CKIM, our introduction to Knowledge and Innovation Management
Certificate Class, teaches KMCI's comprehensive KM strategy and
implementation methodology (K-STREAM). In addition to covering the
methodology itself, we present a series of core KM tool types used in
support of it, and also have guest speakers representing vendor
companies come in to make related presentations about their specific
tools. During the August Workshop we expect to have presentations from
ExpertChoice (a vendor of DSS software providing a wide range of
applications to K-STREAM), Pontifex (a system dynamics consultancy
presenting on iThink), Hyperwave (a vendor of portal, content
management, collaboration/web conferencing, and e-learning software),
and Precipia Inc. (an enterprise knowledge processing system vendor
providing support for knowledge making and discovery, knowledge claim
tracking, and analysis of knowledge claim dynamics) illustrating either
KM core or intervention tools and providing a great IT tool context for
our presentations, round table discussions, hands-on exercises, and case
studies.

CKIM spends about one day on theory */including complexity and
organizational learning/* approaches to KM, a second day on an
important case study */relating KM to Business Processes and
outcomes/*, and on */KM Strategy/* , and three days on hands-on, in-
depth coverage of our */K-STREAM methodology/* and associated tools,
including case studies and exercises. Five days in total, all for only $2695,
the highest-
value face-to-face program available anywhere, since not only will we be
covering contemporary KM theory, but attendees will also be provided
with training in a comprehensive KM methodology and tool-set that they
can immediately put to use on Monday morning!

You now have the option of completing CKIM in two steps. You can
enroll for the first two days on theory and strategy, and can come
back another time for the last three days on K-STREAM methodology.
We've decided to make this change because many people interested in
CKIM find it difficult to free up five consecutive days for the class,
but may be able to find two days here and three days there.

If you enroll for the two-step program, we'll provide an interim CKIM
Certificate covering KM Strategy, and then give you the CKIM
Certificate when you complete the last three days. Fees for the first
two days of CKIM on KM Strategy are $1390, and the final three days on
K-STREAM methodology will cost $1785. So there's a substantial
economic advantage in completing the 5-day program in a single week, and
this reflects the
lower risks and administrative costs we experience if you take both
parts of the program consecutively.

For prior attendees of earlier versions of our CKIM program, given
before 2005, we are also offering a shortened attendance option,
whereby previous students can attend the new CKIM program at a reduced
cost in order to learn the new K-STREAM methodology, as well as our
new incremental KM strategy. For students who choose this option,
attendance is only required for the last 3-and-a-half days of the
class and the fee is $1845. In addition, all such prior students will
receive K-STREAM Certificates.

Main topics covered in CKIM include: The New KM Reference Model,
Organizational Learning, Problem Solving, and Action, Complex Adaptive
Systems, What is Knowledge? The Knowledge Life Cycle, A Framework for
KM, The Partners' Health Care Case Study, KM and Business Strategy, The
Policy Synchronization Method, The Open Enterprise, Communities of Practice vs.
Communities of Inquiry, KM
Methodology: Scope and Requirements, KM Methodology: The State of the
Art and K-STREAM, K-STREAM: Introduction and Overview of Phases, K-
STREAM Phase 1: Strategy and Assessment Phase, The Open Enterprise
Template, Formulating Alternative Strategies/Interventions, Impact
Models, Using Expert Choice: A Core Tool with Multiple Roles (Guest
Speaker), ROI and Benefits, Portal/Content
Management/Collaboration/elearning Software (Guest Speaker), Performing
a Knowledge Processing Gap Analysis, Impact Modeling with /iThink /(Guest
Speaker), Business Performance Modeling and Measurement Schemes (e.g.
Balanced Scorecards), K-STREAM Phase 2: The Decision Phase, Performing The
Decision Phase, Phase 3: The Construction Phase, Performing The
Construction Phase, Phase 4: The Transition Phase, Knowledge Processing
and Knowledge Claim Tracking with Precipia's DIANE(tm) (Guest Speaker), Phase 5:
The
Maintenance Phase, Knowledge Claim Dynamics as a Basis for Impact Analysis,
Wrap-
Up: What Have We Covered? Wrap-Up: Feedback.

The Workshop also includes plenty of group collaborative work in the
form of 7 roundtable discussions and 4 hands-on exercises, including
three directed toward practicing the phases of the methodology in the
context of a case study called Green Mountain Manufacturing.

This list of topics shows the */progression/* of the CKIM workshop
*/from KM Theory to an important case study to the development of a
comprehensive KM strategy to the areas of methodology, measurement and
metrics, techniques, and tools./* What it doesn't reflect however, is
the integration of topics through consistent application of the
conceptual foundation we provide in the first day. From the theoretical
development through the case study and strategy sections through the
methodology including its emphasis on metrics, techniques, and tools
through the delivery of */the software templates for developing KM,
knowledge processing, business processing, and outcome metrics /*on the
final day, to the concluding wrap-up, */this Workshop is about
developing and applying in practice the KMCI three-tier KM reference
mode/*l we've developed since 1998. */Everything in this workshop is
connected to everything else./* Nothing is isolated from the mosaic we
craft in the Workshop. */Agree with us or not, this is a coherent view
of Knowledge Management/*, what it is, and how to apply it. It is a view
that addresses the lack of consensus, some would say even chaos, in KM,
and offers an answer to these conditions in the form of a comprehensive
map of our discipline and a set of guidelines for playing a role in it.

/*Tangible takeaways*/ from the CKIM workshop are the most extensive
offered for a workshop of this type. They include:

1. A set of extensive class notes in the form of Powerpoint Slides

2. Mark McElroy's book: The New Knowledge Management

3. Joe Firestone's book: Enterprise Information Portals and Knowledge
Management

4. Firestone and McElroy's book: Key Issues in the New Knowledge
Management

5. A pre-publication copy of Joe Firestone's new book applying KM to
reducing risk called Riskonomics: Reducing Risk by Killing Your Worst
Ideas

6. Davenport and Glaser's Harvard Business Review article on the
Partners HealthCare Case

7. Firestone and McElroy's The Learning Organization Journal article
on "Doing Knowledge Management", also featuring the Partners
HealthCare Case. This article received the 2006 outstanding article
award for the Emerald Journal, The Learning Organization

8. The Green Mountain Manufacturing KM case and hands-on exercises.

9. The KMCI K-STREAM^(TM) Methodology Baseline (.pdf file listing the
steps in K-STREAM^(TM))

10. An ExpertChoice Trial License (see www. expertchoice.com)

11. The Business Process Performance Template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

12. The Open Enterprise Ontology template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

13. "The Sustainability Code:" A policy model for achieving
sustainable innovation in organizations

14. An offer for a no-cost, perpetual license to use the patent-
pending Policy Synchronization Method (PSM) for achieving sustainable
innovation.

15. A CKIM^(TM) Certificate of completion.

Background information is plentiful at: http://www.kmci.org and related
urls.

Here is a sample syllabus for a previous CKIM, which is updated for
every workshop.

http://www.kmci.org/media/CKIMSyllabussummer2005.pdf

Please give it a look, and let us know if you have any questions about
it or would like to attend an upcoming class. We think you'll agree
that this is the most comprehensive, rigorous, pedagogically diverse,
and novel KM workshop in the marketplace.

Again, our next class is August 25 - 29, 2008 in the Washington, DC
metro area.

You'll find registration information at:

http://www.kmci.org/datesandlocation.html

Why not join your other colleagues in learning a new and
comprehensive "bottom-up" KM Strategy that takes advantage of the self-
organizing nature of human systems as well as K-STREAM, a new KM
methodology for serious practitioners?

Whether you're a novice looking for your first introductory workshop,
or an expert, who's now looking around for a new take on KM, you'll
benefit from participating in the most challenging five-day
Certificate Workshop in KM today. Please give me a call at the number
below if you'd like to talk about it!

Hope to see you there.

Best,



Joe

Joseph M. Firestone, Ph.D.
Managing Director
Knowledge Management Consortium International and
CKIM Program
www.kmci.org

Managing Director
The Adaptive Metrics Center and
Center for The Open Enterprise, LLC
www.adaptivemetrics
center.com

CKO
Executive Information System, Inc.
www.dkms.com
http://radio.weblogs.com/ 0135950
703-461-8823

Dear KMCI Virtual Chapter Members,

This is a reminder about KMCI's new Distance Learning Program. Here's
our blurb.

Want Training Convenience?

KMCI Offers Flexible Distance Learning in Knowledge Management When You
Can Free Up a Day

KMCI synchronous, real time Distance Learning Workshops are offered
weekly on Tuesday, Wednesday, and Thursday during most weeks of the
year. Regular workshop times are from 8: 30 AM to 5 PM, US Eastern
Standard, or Eastern Daylight Time, as the case may be, with scheduled
breaks for coffee and lunch. Workshops at other times may be provided if
mutually convenient.

All workshops will be delivered using web and teleconferencing technology

The Gateway Workshop, Theoretical Foundations of Knowledge Management,
is generally offered every Wednesday. None of the other Workshops may be
taken without prior completion of the Gateway Workshop.

All other Workshops are available every Tuesday and Thursday pending
Workshop lock-in by the first registrant for any workshop. No workshop
will be canceled as long as there is a single registrant. No workshop
will exceed 10 attendees.

Request the workshop of your choice, and specify the Tuesday or Thursday
date you want to register for it. If no Workshop is already scheduled
for that date, you'll lock-in the Workshop and the date.

The KMCI Certificate in Knowledge and Innovation Management (CKIM), a
Certificate of Completion of five core CKIM Workshops, will be awarded
to attendees who complete the following five workshops:

1. Theoretical Foundations of Knowledge Management: the Gateway Workshop;
2. Knowledge Management Strategy and Case Studies;
3. KM Methodology: K-STREAM and Its Core Tools, Part One;
4. KM Methodology: K-STREAM and Its Core Tools, Part Two; and
5. K-STREAM, Knowledge Claim Dynamics, and Wrap-up

A CKIM Advanced (CKIM-A) Certificate of Completion will be awarded to
attendees who complete an additional five elective workshops. The price
of all One-Day Distance Learning Workshops is $695.00 per person.

Workshop enrollment requires a Computer, Broadband Connection to the
Internet, Headset and Microphone, and Browser, SKYPE, and GizmoProject
(both free) software for VOIP teleconferencing.

KMCI Distance Learning Workshops

1. Theoretical Foundations of Knowledge Management: the Gateway
Workshop; http://www.kmci.org/gatewayworkshop.html
<http://www.kmci.org/gatewayworkshop.html>

2. Knowledge Management Strategy and Case Studies;
http://www.kmci.org/KMStrategyCaseStudies.html
<http://www.kmci.org/KMStrategyCaseStudies.html>

3. KM Methodology: K-STREAM and Its Core Tools, Part 1;
http://www.kmci.org/KMMethodologyPt1.html
<http://www.kmci.org/KMMethodologyPt1.html>

4. KM Methodology: K-STREAM and Its Core Tools, Part 2;
http://www.kmci.org/KMMethodologyPt2.html
<http://www.kmci.org/KMMethodologyPt2.html>

5. K-STREAM, Part 3, and Wrap-up
http://www.kmci.org/KMMethodologyPt3.html
<http://www.kmci.org/KMMethodologyPt3.html>

6. Riskonomics: Reducing Risk by Killing Your Worst Ideas
http://www.kmci.org/Riskonomics.html <http://www.kmci.org/Riskonomics.html>

7. Risk Intelligence Metrics
http://www.kmci.org/Riskintelligencemetrics.html
<http://www.kmci.org/Riskintelligencemetrics.html>

8. The Open Enterprise: A Strategic Vision for KM
http://www.kmci.org/Theopenenterprisevision.html
<http://www.kmci.org/Theopenenterprisevision.html>

9. What Is Knowledge? http://www.kmci.org/Whatisknowledgeworkshop.html
<http://www.kmci.org/Whatisknowledgeworkshop.html>

10. How Is Knowledge Made? http://www.kmci.org/Howisknowledgemade.html
<http://www.kmci.org/Howisknowledgemade.html>

11. KM, Measurement, and Metrics
http://www.kmci.org/KMmeasurementandmetrics.html
<http://www.kmci.org/KMmeasurementandmetrics.html>

12. KM, Balanced Scorecards and Adaptive Scorecards (Coming)

13. Selecting Knowledge: Killing One's Worst Ideas through Fair Critical
Comparison http://www.kmci.org/SelectingknowledgethroughFCC.html
<http://www.kmci.org/SelectingknowledgethroughFCC.html>

14. Critical Rationalist Knowledge Management
http://www.kmci.org/CRKM.html <http://www.kmci.org/CRKM.html>

15. Knowledge Management and Knowledge Retention in Organizations (Coming)

16. Knowledge Management and Information Technology (Coming)

17. Knowledge Management and Sustainable Innovation
http://www.kmci.org/KMandSI.html <http://www.kmci.org/KMandSI.html>

18. Critical Morality: Developing Objective Knowledge about Facts and
Values (Coming)

19. Knowledge Management Teams: What Kinds of Skills Do You Need? (Coming)

20. Enterprise Knowledge Portals and Knowledge Management (Coming)

The Web Site provides Workshop descriptions and Syllabi for all the
released workshops. See:

http://www.kmci.org/kmcidistancelearning.html
<http://www.kmci.org/kmcidistancelearning.html> and follow the links.

Best,


Joe

Joseph M. Firestone, Ph.D.
Managing Director
Knowledge Management Consortium International and CKIM Program
www.kmci.org

and

The Adaptive Metrics Center
www.adaptivemetricscenter.com

CKO
Executive Information System, Inc.
www.dkms.com
http://radio.weblogs.com/0135950 <http://radio.weblogs.com/0135950>
703-461-8823


[Non-text portions of this message have been removed]

Sorry. The last one should have said CKIM in June.

Best,


Joe
  -------------- Original message ----------------------
From: Joe Firestone <eisai@...>
> Dear KMCI Virtual Chapter Members,
>
> The next Face-to-face CKIM workshop will be held in Washington DC from
> June 9 - 13, 2008. Here is a lengthy description of what it has to
> offer. You may have seen the content before if you've been a member of
> this list for some time. But if you need to review detail because you're
> thinking of taking a great and comprehensive KM class, then this post is
> for you.
>
> Knowledge Management is now full of training classes and full of
> Certificates and Certifications. There's nothing wrong with many of
> those and your organization may well find them of value. But, in KM,the
> truth is that there is no industry-wide agreement on basics that all
> Knowledge Managers should know. There's no agreement on key concepts,
> important models, processes, techniques, or software tools. And, on top
> of that, everything is in constant ferment and changing rapidly. In such
> a field, Certification is not as important as education, teaching a
> comprehensive approach and a variety of other
> materials and tools that can serve as a foundation for the continuous
> learning that is the reality for any KM practitioner.
>
> KMCI's CKIM workshop offers such an education in one week of intensive,
> comprehensive KM education. Other alternatives, again, are available
> besides ours, and we're sure that many others offer quality in various
> respects, but we believe that our alternative, in addition to all of the
> features described below has the inestimable advantage that it does not
> 'wag the dog' of Knowledge Management by primarily providing instruction
> in the use of one of its tools or
> techniques; but instead teaches you a comprehensive approach to doing KM
> including concepts and theory, normative goals and objectives, and also
> about a 'how to do it' methodology, including techniques for
> intervening, impact evaluation and assessment, and core software tools
> for applying the methodology.
>
> Of course, there's a place in Knowledge Management for training in how
> to implement CoPs, or Social Network Analysis, or Value Network
> Analysis, or storytelling and narrative, or Knowledge Cafes, or other
> important techniques. But workshops on those topics don't educate you in
> how to do KM, but only in one of the initiatives you might use as part
> of a KM intervention. You will need training in such things. But, even
> more, you need training in the context of KM interventions within which
> these techniques find their place. Otherwise you'll just be 'wagging the
> dog' and not doing real KM.
>
> It's in educating you about that context that our workshop excels, and,
> we believe, excels above all others presently available, But judge for
> yourself, read through the description of a previous Workshop I've
> appended below and then look at the further information available on our
> web site. Here's the description.
>
> "The best value //in KM Teaching Conferences is KMCI's next
> CKIM/K-STREAM(tm) Workshop. It will be held in the Washington, DC Metro
> area from June 9 -13, 2008 at The Residence Inn at 550 Army Navy Drive,
> Arlington, VA 22201.
>
> CKIM, our introduction to Knowledge and Innovation Management
> Certificate Class, teaches KMCI's comprehensive KM strategy and
> implementation methodology (K-STREAM). In addition to covering the
> methodology itself, we present a series of core KM tool types used in
> support of it, and also have guest speakers representing vendor
> companies come in to make related presentations about their specific tools.
>
> During the June Workshop, we expect to have presentations on
> ExpertChoice (a vendor of DSS software providing a wide range of
> applications to K-STREAM), Pontifex (a system dynamics consultancy
> presenting on iThink), Hyperwave (a vendor of portal, content
> management, collaboration/ web conferencing, and e-learning software),
> and Precipia Inc. (an enterprise knowledge processing system vendor
> providing support for knowledge making and discovery, knowledge claim
> tracking, and analysis of knowledge claim dynamics) illustrating either
> KM core or intervention tools and providing a great IT tool context for
> our presentations, round table discussions, hands-on exercises, and case
> studies.
>
> CKIM spends about one day on theory including complexity and
> organizational learning approaches to KM, a second day on important case
> studies relating KM to Business Processes and outcomes, and on KM
> Strategy, and three days on hands-on, in-depth coverage of our K-STREAM
> methodology and associated tools, including case studies and exercises.
> Five days in total, all for only $2695, the highest-value face-to-face
> program available anywhere, since not only will we be covering
> contemporary KM theory, but attendees will also be provided with
> training in a comprehensive KM methodology and tool-set.
>
> You now have the option of completing CKIM in two steps. You can enroll
> for the first two days on theory and strategy, and can come back another
> time for the last three days on K-STREAM methodology. We've decided to
> make this change because many people interested in CKIM find it
> difficult to free up five consecutive days for the class, but may be
> able to find two days here and three days there.
>
> If you enroll for the two-step program, we'll provide an interim CKIM
> Certificate covering KM Strategy, and then give you the CKIM Certificate
> when you complete the last three days. Fees for the first two days of
> CKIM on KM Strategy are $1390, and the final three days on K-STREAM
> methodology will cost $1785. So there's a substantial economic advantage
> in completing the 5-day program in a single week, and this reflects the
> lower risks and administrative costs we experience if you take both
> parts of the program consecutively.
>
> For prior attendees of earlier versions of our CKIM program, given
> before 2005, we are also offering a shortened attendance option, whereby
> previous students can attend the new CKIM program at a reduced cost in
> order to learn the new K-STREAM methodology, as well as our new
> incremental KM strategy. For students who choose this option, attendance
> is only required for the last 3-and-a-half days of the class and the fee
> is $1845. In addition, all such prior students will receive K-STREAM
> Certificates.
>
> Main topics covered in CKIM include: The New KM Reference Model,
> Organizational Learning, Problem Solving, and Action, Complex Adaptive
> Systems, What is Knowledge? The Knowledge Life Cycle, A Framework for
> KM, The Partners' Health Care Case Study, KM and Business Strategy, The
> Policy Synchronization Method, The Open Enterprise, Communities of
> Practice vs. Communities of Inquiry, KM Methodology: Scope and
> Requirements, KM Methodology: The State of the Art and K-STREAM,
> K-STREAM: Introduction and Overview of Phases, K-STREAM Phase 1:
> Strategy and Assessment Phase, The Open Enterprise Template, Formulating
> Alternative Strategies/Interven tions, Impact Models, Using Expert
> Choice: A Core Tool with Multiple Roles (Guest Speaker), ROI and
> Benefits, Portal/Content Management/Collaboration/elearning Software
> (Guest Speaker), Performing a Knowledge Processing Gap Analysis, Impact
> Modeling with /iThink /(Guest Speaker), Business Performance Modeling
> and Measurement Schemes (e.g. Balanced
> Scorecards), K-STREAM Phase 2: The Decision Phase, Performing The
> Decision Phase, Phase 3: The Construction Phase, Performing The
> Construction Phase, Phase 4: The Transition Phase, Knowledge Processing
> and Knowledge Claim Tracking with Precipia's DIANE(tm) (Guest Speaker),
> Phase 5: The
> Maintenance Phase, Knowledge Claim Dynamics as a Basis for Impact
> Analysis, Wrap-Up: What Have We Covered? Wrap-Up: Feedback.
>
> The Workshop also includes plenty of group collaborative work in the
> form of 7 roundtable discussions and 4 hands-on exercises, including
> three directed toward practicing the phases of the methodology in the
> context of a case study called Green Mountain Manufacturing.
>
> This list of topics shows the progression of the CKIM workshop from KM
> Theory to an important case study to the development of a comprehensive
> KM strategy to the areas of methodology, measurement and metrics,
> techniques, and tools. What it doesn't reflect however, is the
> integration of topics through consistent application of the conceptual
> foundation we provide in the first day. From the theoretical development
> through the case study and strategy sections through the methodology
> including its emphasis on metrics, techniques, and tools through the
> delivery of the software templates for developing KM, knowledge
> processing, business processing, and outcome metrics on the final day,
> to the concluding wrap-up, this Workshop is about developing and
> applying in practice the KMCI three-tier KM reference model we've
> developed since 1998.
>
> Everything in this workshop is connected to everything else. Nothing is
> isolated from the mosaic we craft in the Workshop. Agree with us or not,
> this is a coherent view of Knowledge Management, what it is, and how to
> apply it. It is a view that addresses the lack of consensus, some would
> say even chaos, in KM, and offers an answer to these conditions in the
> form of a comprehensive map of our discipline and a set of guidelines
> for playing a role in it.
>
> Tangible takeaways from the CKIM workshop are the most extensive offered
> for a workshop of this type. They include:
>
> 1. A set of extensive class notes in the form of Powerpoint Slides
>
> 2. Mark McElroy's book: The New Knowledge Management
>
> 3. Joe Firestone's book: Enterprise Information Portals and Knowledge
> Management
>
> 4. Firestone and McElroy's book: Key Issues in the New Knowledge Management
>
> 5. A pre-publication copy of Joe Firestone's new book applying KM to
> reducing risk called Riskonomics: Reducing Risk by Killing Your Worst Ideas
>
> 6. Davenport and Glaser's Harvard Business Review article on the
> Partners HealthCare Case
>
> 7. Firestone and McElroy's The Learning Organization Journal article on
> "Doing Knowledge Management", also featuring the Partners HealthCare
> Case. This article received the 2006 outstanding article award for the
> Emerald Journal, The Learning Organization
>
> 8. The Green Mountain Manufacturing KM case and hands-on exercises.
>
> 9. The KMCI K-STREAM^(TM) Methodology Baseline (.pdf file listing the
> steps in K-STREAM^(TM) )
>
> 10. An ExpertChoice Trial License (see www.expertchoice.com)
>
> 11. The Business Process Performance Template (a KMCI Model applying
> ExpertChoice) and a no-cost license to use it in perpetuity.
>
> 12. The Open Enterprise Ontology template (a KMCI Model applying
> ExpertChoice) and a no-cost license to use it in perpetuity.
>
> 13. "The Sustainability Code:" A policy model for achieving sustainable
> innovation in organizations
>
> 14. An offer for a no-cost, perpetual license to use the patent-pending
> Policy Synchronization Method (PSM) for achieving sustainable innovation.
>
> 15. A CKIM(TM) Certificate of completion.
>
> Background information is plentiful at: http://www.kmci.org
> <http://www.kmci.org> and related urls.
>
> Here is a sample syllabus for a previous CKIM, which is updated for
> every workshop.
>
> http://www.kmci.org/media/CKIMSyllabussummer2005.pdf
> <http://www.kmci.org/media/CKIMSyllabussummer2005.pdf>
>
> Please give it a look, and let us know if you have any questions about
> it or would like to attend an upcoming class. We think you'll agree
> that this is the most comprehensive, rigorous, pedagogically diverse,
> and novel KM workshop in the marketplace.
>
> Again, our next class is June 9 - 13, 2008 in the Washington, DC metro area.
>
> You'll find registration information at:
>
> http://www.kmci.org/datesandlocation.html
> <http://www.kmci.org/datesandlocation.html>
>
> Why not join your other colleagues in learning a new and comprehensive
> "bottom-up" KM Strategy that takes advantage of the self-organizing
> nature of human systems as well as K-STREAM, a new KM methodology for
> serious practitioners?
>
> Whether you're a novice looking for your first introductory workshop, or
> an expert, who's now looking around for a new take on KM, you'll benefit
> from participating in the most challenging five-day Certificate Workshop
> in KM today. Please give me a call at the number below if you'd like to
> talk about it!
>
> Hope to see you there.
>
> Best,
>
> Joe
>
> Joseph M. Firestone, Ph.D.
> Managing Director
> Knowledge Management Consortium International and CKIM Program
> www.kmci.org
>
> Managing Director
> The Adaptive Metrics Center and
> Center for The Open Enterprise, LLC
> www.adaptivemetricscenter.com
>
> CKO
> Executive Information System, Inc.
> www.dkms.com
> http://radio.weblogs.com/0135950
> 703-461-8823
>
>
>

Dear KMCI Virtual Chapter Members,

The next Face-to-face CKIM workshop will be held in Washington DC from
June 9 - 13, 2008. Here is a lengthy description of what it has to
offer. You may have seen the content before if you've been a member of
this list for some time. But if you need to review detail because you're
thinking of taking a great and comprehensive KM class, then this post is
for you.

Knowledge Management is now full of training classes and full of
Certificates and Certifications. There's nothing wrong with many of
those and your organization may well find them of value. But, in KM,the
truth is that there is no industry-wide agreement on basics that all
Knowledge Managers should know. There's no agreement on key concepts,
important models, processes, techniques, or software tools. And, on top
of that, everything is in constant ferment and changing rapidly. In such
a field, Certification is not as important as education, teaching a
comprehensive approach and a variety of other
materials and tools that can serve as a foundation for the continuous
learning that is the reality for any KM practitioner.

KMCI's CKIM workshop offers such an education in one week of intensive,
comprehensive KM education. Other alternatives, again, are available
besides ours, and we're sure that many others offer quality in various
respects, but we believe that our alternative, in addition to all of the
features described below has the inestimable advantage that it does not
'wag the dog' of Knowledge Management by primarily providing instruction
in the use of one of its tools or
techniques; but instead teaches you a comprehensive approach to doing KM
including concepts and theory, normative goals and objectives, and also
about a 'how to do it' methodology, including techniques for
intervening, impact evaluation and assessment, and core software tools
for applying the methodology.

Of course, there's a place in Knowledge Management for training in how
to implement CoPs, or Social Network Analysis, or Value Network
Analysis, or storytelling and narrative, or Knowledge Cafes, or other
important techniques. But workshops on those topics don't educate you in
how to do KM, but only in one of the initiatives you might use as part
of a KM intervention. You will need training in such things. But, even
more, you need training in the context of KM interventions within which
these techniques find their place. Otherwise you'll just be 'wagging the
dog' and not doing real KM.

It's in educating you about that context that our workshop excels, and,
we believe, excels above all others presently available, But judge for
yourself, read through the description of a previous Workshop I've
appended below and then look at the further information available on our
web site. Here's the description.

"The best value //in KM Teaching Conferences is KMCI's next
CKIM/K-STREAM(tm) Workshop. It will be held in the Washington, DC Metro
area from June 9 -13, 2008 at The Residence Inn at 550 Army Navy Drive,
Arlington, VA 22201.

CKIM, our introduction to Knowledge and Innovation Management
Certificate Class, teaches KMCI's comprehensive KM strategy and
implementation methodology (K-STREAM). In addition to covering the
methodology itself, we present a series of core KM tool types used in
support of it, and also have guest speakers representing vendor
companies come in to make related presentations about their specific tools.

During the June Workshop, we expect to have presentations on
ExpertChoice (a vendor of DSS software providing a wide range of
applications to K-STREAM), Pontifex (a system dynamics consultancy
presenting on iThink), Hyperwave (a vendor of portal, content
management, collaboration/ web conferencing, and e-learning software),
and Precipia Inc. (an enterprise knowledge processing system vendor
providing support for knowledge making and discovery, knowledge claim
tracking, and analysis of knowledge claim dynamics) illustrating either
KM core or intervention tools and providing a great IT tool context for
our presentations, round table discussions, hands-on exercises, and case
studies.

CKIM spends about one day on theory including complexity and
organizational learning approaches to KM, a second day on important case
studies relating KM to Business Processes and outcomes, and on KM
Strategy, and three days on hands-on, in-depth coverage of our K-STREAM
methodology and associated tools, including case studies and exercises.
Five days in total, all for only $2695, the highest-value face-to-face
program available anywhere, since not only will we be covering
contemporary KM theory, but attendees will also be provided with
training in a comprehensive KM methodology and tool-set.

You now have the option of completing CKIM in two steps. You can enroll
for the first two days on theory and strategy, and can come back another
time for the last three days on K-STREAM methodology. We've decided to
make this change because many people interested in CKIM find it
difficult to free up five consecutive days for the class, but may be
able to find two days here and three days there.

If you enroll for the two-step program, we'll provide an interim CKIM
Certificate covering KM Strategy, and then give you the CKIM Certificate
when you complete the last three days. Fees for the first two days of
CKIM on KM Strategy are $1390, and the final three days on K-STREAM
methodology will cost $1785. So there's a substantial economic advantage
in completing the 5-day program in a single week, and this reflects the
lower risks and administrative costs we experience if you take both
parts of the program consecutively.

For prior attendees of earlier versions of our CKIM program, given
before 2005, we are also offering a shortened attendance option, whereby
previous students can attend the new CKIM program at a reduced cost in
order to learn the new K-STREAM methodology, as well as our new
incremental KM strategy. For students who choose this option, attendance
is only required for the last 3-and-a-half days of the class and the fee
is $1845. In addition, all such prior students will receive K-STREAM
Certificates.

Main topics covered in CKIM include: The New KM Reference Model,
Organizational Learning, Problem Solving, and Action, Complex Adaptive
Systems, What is Knowledge? The Knowledge Life Cycle, A Framework for
KM, The Partners' Health Care Case Study, KM and Business Strategy, The
Policy Synchronization Method, The Open Enterprise, Communities of
Practice vs. Communities of Inquiry, KM Methodology: Scope and
Requirements, KM Methodology: The State of the Art and K-STREAM,
K-STREAM: Introduction and Overview of Phases, K-STREAM Phase 1:
Strategy and Assessment Phase, The Open Enterprise Template, Formulating
Alternative Strategies/Interven tions, Impact Models, Using Expert
Choice: A Core Tool with Multiple Roles (Guest Speaker), ROI and
Benefits, Portal/Content Management/Collaboration/elearning Software
(Guest Speaker), Performing a Knowledge Processing Gap Analysis, Impact
Modeling with /iThink /(Guest Speaker), Business Performance Modeling
and Measurement Schemes (e.g. Balanced
Scorecards), K-STREAM Phase 2: The Decision Phase, Performing The
Decision Phase, Phase 3: The Construction Phase, Performing The
Construction Phase, Phase 4: The Transition Phase, Knowledge Processing
and Knowledge Claim Tracking with Precipia's DIANE(tm) (Guest Speaker),
Phase 5: The
Maintenance Phase, Knowledge Claim Dynamics as a Basis for Impact
Analysis, Wrap-Up: What Have We Covered? Wrap-Up: Feedback.

The Workshop also includes plenty of group collaborative work in the
form of 7 roundtable discussions and 4 hands-on exercises, including
three directed toward practicing the phases of the methodology in the
context of a case study called Green Mountain Manufacturing.

This list of topics shows the progression of the CKIM workshop from KM
Theory to an important case study to the development of a comprehensive
KM strategy to the areas of methodology, measurement and metrics,
techniques, and tools. What it doesn't reflect however, is the
integration of topics through consistent application of the conceptual
foundation we provide in the first day. From the theoretical development
through the case study and strategy sections through the methodology
including its emphasis on metrics, techniques, and tools through the
delivery of the software templates for developing KM, knowledge
processing, business processing, and outcome metrics on the final day,
to the concluding wrap-up, this Workshop is about developing and
applying in practice the KMCI three-tier KM reference model we've
developed since 1998.

Everything in this workshop is connected to everything else. Nothing is
isolated from the mosaic we craft in the Workshop. Agree with us or not,
this is a coherent view of Knowledge Management, what it is, and how to
apply it. It is a view that addresses the lack of consensus, some would
say even chaos, in KM, and offers an answer to these conditions in the
form of a comprehensive map of our discipline and a set of guidelines
for playing a role in it.

Tangible takeaways from the CKIM workshop are the most extensive offered
for a workshop of this type. They include:

1. A set of extensive class notes in the form of Powerpoint Slides

2. Mark McElroy's book: The New Knowledge Management

3. Joe Firestone's book: Enterprise Information Portals and Knowledge
Management

4. Firestone and McElroy's book: Key Issues in the New Knowledge Management

5. A pre-publication copy of Joe Firestone's new book applying KM to
reducing risk called Riskonomics: Reducing Risk by Killing Your Worst Ideas

6. Davenport and Glaser's Harvard Business Review article on the
Partners HealthCare Case

7. Firestone and McElroy's The Learning Organization Journal article on
"Doing Knowledge Management", also featuring the Partners HealthCare
Case. This article received the 2006 outstanding article award for the
Emerald Journal, The Learning Organization

8. The Green Mountain Manufacturing KM case and hands-on exercises.

9. The KMCI K-STREAM^(TM) Methodology Baseline (.pdf file listing the
steps in K-STREAM^(TM) )

10. An ExpertChoice Trial License (see www.expertchoice.com)

11. The Business Process Performance Template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

12. The Open Enterprise Ontology template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

13. "The Sustainability Code:" A policy model for achieving sustainable
innovation in organizations

14. An offer for a no-cost, perpetual license to use the patent-pending
Policy Synchronization Method (PSM) for achieving sustainable innovation.

15. A CKIM(TM) Certificate of completion.

Background information is plentiful at: http://www.kmci.org
<http://www.kmci.org> and related urls.

Here is a sample syllabus for a previous CKIM, which is updated for
every workshop.

http://www.kmci.org/media/CKIMSyllabussummer2005.pdf
<http://www.kmci.org/media/CKIMSyllabussummer2005.pdf>

Please give it a look, and let us know if you have any questions about
it or would like to attend an upcoming class. We think you'll agree
that this is the most comprehensive, rigorous, pedagogically diverse,
and novel KM workshop in the marketplace.

Again, our next class is June 9 - 13, 2008 in the Washington, DC metro area.

You'll find registration information at:

http://www.kmci.org/datesandlocation.html
<http://www.kmci.org/datesandlocation.html>

Why not join your other colleagues in learning a new and comprehensive
"bottom-up" KM Strategy that takes advantage of the self-organizing
nature of human systems as well as K-STREAM, a new KM methodology for
serious practitioners?

Whether you're a novice looking for your first introductory workshop, or
an expert, who's now looking around for a new take on KM, you'll benefit
from participating in the most challenging five-day Certificate Workshop
in KM today. Please give me a call at the number below if you'd like to
talk about it!

Hope to see you there.

Best,

Joe

Joseph M. Firestone, Ph.D.
Managing Director
Knowledge Management Consortium International and CKIM Program
www.kmci.org

Managing Director
The Adaptive Metrics Center and
Center for The Open Enterprise, LLC
www.adaptivemetricscenter.com

CKO
Executive Information System, Inc.
www.dkms.com
http://radio.weblogs.com/0135950
703-461-8823

Hi Phil,

Sure.

Write me at eisai@... and tell me when you'd like to take it. Remember
however, that you need to take the Gateway Workshop also, since that's a
prerequisite for all the rest. The Gateway Workshop is described at:

http://www.kmci.org/gatewayworkshop.html and the OE workshop is described at:

http://www.kmci.org/Theopenenterprisevision.html

The Gateway Workshop is offered every Wednesday and the
OE workshop every Tuesday and Thursday

Best,


Joe


  -------------- Original message ----------------------
From: Philip Lillies <jbose1952@...>
> Hi Joe,
>
> I have permission to take this course by distance
> learning:
>
> The Open Enterprise: A Strategic Vision for KM
>
> Is that possible?
>
> Philip Lillies
> in
> Moncton NB
> (506)851-3178
>
>
>
> -Philip Lillies
> in
> Moncton, NB
> Canada
>
>
>
>
>       __________________________________________________________________
> Ask a question on any topic and get answers from real people. Go to Yahoo!
> Answers and share what you know at http://ca.answers.yahoo.com




[Non-text portions of this message have been removed]

Hi Joe,

I have permission to take this course by distance
learning:

The Open Enterprise: A Strategic Vision for KM

Is that possible?

Philip Lillies
in
Moncton NB
(506)851-3178



-Philip Lillies
in
Moncton, NB
Canada




       __________________________________________________________________
Ask a question on any topic and get answers from real people. Go to Yahoo!
Answers and share what you know at http://ca.answers.yahoo.com

Dear KMCI Virtual Chapter Members,

The time's growing a bit short for the January face-to-face CKIM Workshop, so
please
act now. If you need to be reminded what a great value this is, here, again, is
my note of a week ago.

This is a reminder about our January 7 - 11, 2008 CKIM workshop and a
lengthy
description of what it has to offer. You may have seen the content before
if you've been a member of this list for some time. But if you need to
review details
because you're thinking of taking a great and comprehensive KM class,
then this post is for you.

Knowledge Management is now full of training classes and full of
Certificates and Certifications. There's nothing wrong with many of
those and your organization may well find them of value. But, in KM,
the truth is that there is no industry-wide agreement on basics that
all Knowledge Managers should know. There's no agreement on Key
Concepts, important models, processes, techniques, or software tools.
And, on top of that, everything is in constant ferment and changing
rapidly. In such a field, Certification is not as important as
education, teaching a comprehensive approach and a variety of other
materials and tools that can serve as a foundation for the continuous
learning that is the
reality for any KM practitioner.

KMCI's CKIM workshop offers such an education in one week of
intensive, comprehensive KM education. Other alternatives, again,
are available besides ours, and we're sure that many others offer
quality in various respects, but we believe that our alternative, in
addition to all of the features described below has the inestimable
advantage that it does not 'wag the dog' of Knowledge Management by
primarily providing instruction in the use of one of its tools or
techniques; but instead teaches you a comprehensive approach to doing
KM including concepts and theory, normative goals and objectives, and
also about a 'how to do it' methodology, including techniques for
intervening, impact evaluation and assessment, and core software tools
for applying the methodology.

Of course, there's a place in Knowledge Management for training in how
to implement CoPs, or Social Network Analysis, or Value Network
Analysis, or storytelling and narrative, or Knowledge Cafes, or other
important technques. But workshops on those topics don't educate you
in how to do KM, but only in one of the initiatives you might use as
part of a KM intervention. You will need training in such things. But,
even more, you need training in the context of KM interventions within
which these techniques find their place. Otherwise you'll
just be 'wagging the dog' and not doing real KM.

It's in educating you about that context that our workshop excels,
and, we believe, excels above all others presently available, But
judge for yourself, read through the description of a previous Workshop
I've appended below and then look at the further information available
on our web site. Here's the description.

*/The best value //in KM Teaching Conferences/* is KMCI's next CKIM/K-
STREAM(tm) Workshop. It will be held in the Washington, DC Metro area
from January 7 - 11, 2008 at The Residence Inn at 550 Army
Navy Drive, Arlington, VA 22201.

CKIM, our introduction to Knowledge and Innovation Management
Certificate Class, teaches KMCI's comprehensive KM strategy and
implementation methodology (K-STREAM). In addition to covering the
methodology itself, we present a series of core KM tool types used in
support of it, and also have guest speakers representing vendor
companies come in to make related presentations about their specific
tools. During the August Workshop we expect to have presentations from
ExpertChoice (a vendor of DSS software providing a wide range of
applications to K-STREAM), Pontifex (a system dynamics consultancy
presenting on iThink), Hyperwave (a vendor of portal, content
management, collaboration/web conferencing, and e-learning software),
and Precipia Inc. (an enterprise knowledge processing system vendor
providing support for knowledge making and discovery, knowledge claim
tracking, and analysis of knowledge claim dynamics) illustrating either
KM core or intervention tools and providing a great IT tool context for
our presentations, round table discussions, hands-on exercises, and case
studies.

CKIM spends about one day on theory */including complexity and
organizational learning/* approaches to KM, a second day on an
important case study */relating KM to Business Processes and
outcomes/*, and on */KM Strategy/* , and three days on hands-on, in-
depth coverage of our */K-STREAM methodology/* and associated tools,
including case studies and exercises. Five days in total, all for only
$2695, the highest-
value face-to-face program available anywhere, since not only will we be
covering contemporary KM theory, but attendees will also be provided
with training in a comprehensive KM methodology and tool-set that they
can immediately put to use on Monday morning!

You now have the option of completing CKIM in two steps. You can
enroll for the first two days on theory and strategy, and can come
back another time for the last three days on K-STREAM methodology.
We've decided to make this change because many people interested in
CKIM find it difficult to free up five consecutive days for the class,
but may be able to find two days here and three days there.

If you enroll for the two-step program, we'll provide an interim CKIM
Certificate covering KM Strategy, and then give you the CKIM
Certificate when you complete the last three days. Fees for the first
two days of CKIM on KM Strategy are $1390, and the final three days on
K-STREAM methodology will cost $1785. So there's a substantial
economic advantage in completing the 5-day program in a single week, and
this reflects the
lower risks and administrative costs we experience if you take both
parts of the program consecutively.

For prior attendees of earlier versions of our CKIM program, given
before 2005, we are also offering a shortened attendance option,
whereby previous students can attend the new CKIM program at a reduced
cost in order to learn the new K-STREAM methodology, as well as our
new incremental KM strategy. For students who choose this option,
attendance is only required for the last 3-and-a-half days of the
class and the fee is $1845. In addition, all such prior students will
receive K-STREAM Certificates.

Main topics covered in CKIM include: The New KM Reference Model,
Organizational Learning, Problem Solving, and Action, Complex Adaptive
Systems, What is Knowledge? The Knowledge Life Cycle, A Framework for
KM, The Partners' Health Care Case Study, KM and Business Strategy, The
Policy Synchronization Method, The Open
Enterprise, Communities of Practice vs. Communities of Inquiry, KM
Methodology: Scope and Requirements, KM Methodology: The State of the
Art and K-STREAM, K-STREAM: Introduction and Overview of Phases, K-
STREAM Phase 1: Strategy and Assessment Phase, The Open Enterprise
Template, Formulating Alternative Strategies/Interventions, Impact
Models, Using Expert Choice: A Core Tool with Multiple Roles (Guest
Speaker), ROI and Benefits, Portal/Content
Management/Collaboration/elearning Software (Guest Speaker), Performing
a Knowledge Processing Gap Analysis, Impact Modeling with /iThink /(Guest
Speaker), Business Performance Modeling and Measurement Schemes (e.g.
Balanced
Scorecards), K-STREAM Phase 2: The Decision Phase, Performing The
Decision Phase, Phase 3: The Construction Phase, Performing The
Construction Phase, Phase 4: The Transition Phase, Knowledge Processing
and Knowledge Claim
Tracking with precipia's DIANE(tm) (Guest Speaker), Phase 5: The
Maintenance
Phase, Knowledge Claim Dynamics as a Basis for Impact Analysis, Wrap-
Up: What Have We Covered? Wrap-Up: Feedback.

The Workshop also includes plenty of group collaborative work in the
form of 7 roundtable discussions and 4 hands-on exercises, including
three directed toward practicing the phases of the methodology in the
context of a case study called Green Mountain Manufacturing.

This list of topics shows the */progression/* of the CKIM workshop
*/from KM Theory to an important case study to the development of a
comprehensive KM strategy to the areas of methodology, measurement and
metrics, techniques, and tools./* What it doesn't reflect however, is
the integration of topics through consistent application of the
conceptual foundation we provide in the first day. >From the theoretical
development through the case study and strategy sections through the
methodology including its emphasis on metrics, techniques, and tools
through the delivery of */the software templates for developing KM,
knowledge processing, business processing, and outcome metrics /*on the
final day, to the concluding wrap-up, */this Workshop is about
developing and applying in practice the KMCI three-tier KM reference
mode/*l we've developed since 1998. */Everything in this workshop is
connected to everything else./* Nothing is isolated from the mosaic we
craft in the Workshop. */Agree with us or not, this is a coherent view
of Knowledge Management/*, what it is, and how to apply it. It is a view
that addresses the lack of consensus, some would say even chaos, in KM,
and offers an answer to these conditions in the form of a comprehensive
map of our discipline and a set of guidelines for playing a role in it.

/*Tangible takeaways*/ from the CKIM workshop are the most extensive
offered for a workshop of this type. They include:

1. A set of extensive class notes in the form of Powerpoint Slides

2. Mark McElroy's book: The New Knowledge Management

3. Joe Firestone's book: Enterprise Information Portals and Knowledge
Management

4. Firestone and McElroy's book: Key Issues in the New Knowledge
Management

5. A pre-publication copy of Joe Firestone's new book applying KM to
reducing risk called Riskonomics: Reducing Risk by Killing Your Worst
Ideas

6. Davenport and Glaser's Harvard Business Review article on the
Partners HealthCare Case

7. Firestone and McElroy's The Learning Organization Journal article
on "Doing Knowledge Management", also featuring the Partners
HealthCare Case. This article received the 2006 outstanding article
award for the Emerald Journal, The Learning Organization

8. The Green Mountain Manufacturing KM case and hands-on exercises.

9. The KMCI K-STREAM^(TM) Methodology Baseline (.pdf file listing the
steps in K-STREAM^(TM))

10. An ExpertChoice Trial License (see www. expertchoice.com)

11. The Business Process Performance Template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

12. The Open Enterprise Ontology template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

13. "The Sustainability Code:" A policy model for achieving
sustainable innovation in organizations

14. An offer for a no-cost, perpetual license to use the patent-
pending Policy Synchronization Method (PSM) for achieving sustainable
innovation.

15. A CKIM^(TM) Certificate of completion.

Background information is plentiful at: http://www.kmci.org and related
urls.

Here is a sample syllabus for a previous CKIM, which is updated for
every workshop.

http://www.kmci.org/media/CKIMSyllabussummer2005.pdf

Please give it a look, and let us know if you have any questions about
it or would like to attend an upcoming class. We think you'll agree
that this is the most comprehensive, rigorous, pedagogically diverse,
and novel KM workshop in the marketplace.

Again, our next class is January 7 - 11, 2008 in the Washington, DC
metro area.

You'll find registration information at:

http://www.kmci.org/datesandlocation.html

Why not join your other colleagues in learning a new and
comprehensive "bottom-up" KM Strategy that takes advantage of the self-
organizing nature of human systems as well as K-STREAM, a new KM
methodology for serious practitioners?

Whether you're a novice looking for your first introductory workshop,
or an expert, who's now looking around for a new take on KM, you'll
benefit from participating in the most challenging five-day
Certificate Workshop in KM today. Please give me a call at the number
below if you'd like to talk about it!

Hope to see you there.

Best,


Joe

Joseph M. Firestone, Ph.D.
Managing Director
Knowledge Management Consortium International and
CKIM Program
www.kmci.org

Managing Director
The Adaptive Metrics Center and
Center for The Open Enterprise, LLC
www.adaptivemetrics
center.com

CKO
Executive Information System, Inc.
www.dkms.com
http://radio.weblogs.com/ 0135950
703-461-8823

Dear KMCI Virtual Chapter Members,

This is a reminder about our January 7 - 11, 2008 CKIM workshop and a
lengthy
description of what it has to offer. You may have seen the content before
if you've been a member of this list for some time. But if you need to
review details
because you're thinking of taking a great and comprehensive KM class,
then this post is for you.

Knowledge Management is now full of training classes and full of
Certificates and Certifications. There's nothing wrong with many of
those and your organization may well find them of value. But, in KM,
the truth is that there is no industry-wide agreement on basics that
all Knowledge Managers should know. There's no agreement on Key
Concepts, important models, processes, techniques, or software tools.
And, on top of that, everything is in constant ferment and changing
rapidly. In such a field, Certification is not as important as
education, teaching a comprehensive approach and a variety of other
materials and tools that can serve as a foundation for the continuous
learning that is the
reality for any KM practitioner.

KMCI's CKIM workshop offers such an education in one week of
intensive, comprehensive KM education. Other alternatives, again,
are available besides ours, and we're sure that many others offer
quality in various respects, but we believe that our alternative, in
addition to all of the features described below has the inestimable
advantage that it does not 'wag the dog' of Knowledge Management by
primarily providing instruction in the use of one of its tools or
techniques; but instead teaches you a comprehensive approach to doing
KM including concepts and theory, normative goals and objectives, and
also about a 'how to do it' methodology, including techniques for
intervening, impact evaluation and assessment, and core software tools
for applying the methodology.

Of course, there's a place in Knowledge Management for training in how
to implement CoPs, or Social Network Analysis, or Value Network
Analysis, or storytelling and narrative, or Knowledge Cafes, or other
important technques. But workshops on those topics don't educate you
in how to do KM, but only in one of the initiatives you might use as
part of a KM intervention. You will need training in such things. But,
even more, you need training in the context of KM interventions within
which these techniques find their place. Otherwise you'll
just be 'wagging the dog' and not doing real KM.

It's in educating you about that context that our workshop excels,
and, we believe, excels above all others presently available, But
judge for yourself, read through the description of a previous Workshop
I've appended below and then look at the further information available
on our web site. Here's the description.

*/The best value //in KM Teaching Conferences/* is KMCI's next CKIM/K-
STREAM(tm) Workshop. It will be held in the Washington, DC Metro area
from January 7 - 11, 2008 at The Residence Inn at 550 Army
Navy Drive, Arlington, VA 22201.

CKIM, our introduction to Knowledge and Innovation Management
Certificate Class, teaches KMCI's comprehensive KM strategy and
implementation methodology (K-STREAM). In addition to covering the
methodology itself, we present a series of core KM tool types used in
support of it, and also have guest speakers representing vendor
companies come in to make related presentations about their specific
tools. During the August Workshop we expect to have presentations from
ExpertChoice (a vendor of DSS software providing a wide range of
applications to K-STREAM), Pontifex (a system dynamics consultancy
presenting on iThink), Hyperwave (a vendor of portal, content
management, collaboration/web conferencing, and e-learning software),
and Precipia Inc. (an enterprise knowledge processing system vendor
providing support for knowledge making and discovery, knowledge claim
tracking, and analysis of knowledge claim dynamics) illustrating either
KM core or intervention tools and providing a great IT tool context for
our presentations, round table discussions, hands-on exercises, and case
studies.

CKIM spends about one day on theory */including complexity and
organizational learning/* approaches to KM, a second day on an
important case study */relating KM to Business Processes and
outcomes/*, and on */KM Strategy/*  , and three days on hands-on, in-
depth coverage of our */K-STREAM methodology/* and associated tools,
including case studies and exercises. Five days in total, all for only
$2695, the highest-
value face-to-face program available anywhere, since not only will we be
covering contemporary KM theory, but attendees will also be provided
with training in a comprehensive KM methodology and tool-set that they
can immediately put to use on Monday morning!

You now have the option of completing CKIM in two steps. You can
enroll for the first two days on theory and strategy, and can come
back another time for the last three days on K-STREAM methodology.
We've decided to make this change because many people interested in
CKIM find it difficult to free up five consecutive days for the class,
but may be able to find two days here and three days there.

If you enroll for the two-step program, we'll provide an interim CKIM
Certificate covering KM Strategy, and then give you the CKIM
Certificate when you complete the last three days. Fees for the first
two days of CKIM on KM Strategy are $1390, and the final three days on
K-STREAM methodology will cost $1785. So there's a substantial
economic advantage in completing the 5-day program in a single week, and
this reflects the
lower risks and administrative costs we experience if you take both
parts of the program consecutively.

For prior attendees of earlier versions of our CKIM program, given
before 2005, we are also offering a shortened attendance option,
whereby previous students can attend the new CKIM program at a reduced
cost in order to learn the new K-STREAM methodology, as well as our
new incremental KM strategy. For students who choose this option,
attendance is only required for the last 3-and-a-half days of the
class and the fee is $1845. In addition, all such prior students will
receive K-STREAM Certificates.

Main topics covered in CKIM include: The New KM Reference Model,
Organizational Learning, Problem Solving, and Action, Complex Adaptive
Systems, What is Knowledge? The Knowledge Life Cycle, A Framework for
KM, The Partners' Health Care Case Study, KM and Business Strategy, The
Policy Synchronization Method, The Open
Enterprise, Communities of Practice vs. Communities of Inquiry, KM
Methodology: Scope and Requirements, KM Methodology: The State of the
Art and K-STREAM, K-STREAM: Introduction and Overview of Phases, K-
STREAM Phase 1: Strategy and Assessment Phase, The Open Enterprise
Template, Formulating Alternative Strategies/Interventions, Impact
Models, Using Expert Choice: A Core Tool with Multiple Roles (Guest
Speaker), ROI and Benefits, Portal/Content
Management/Collaboration/elearning Software (Guest Speaker), Performing
a Knowledge Processing Gap Analysis, Impact Modeling with /iThink /(Guest
Speaker), Business Performance Modeling and Measurement Schemes (e.g.
Balanced
Scorecards), K-STREAM Phase 2: The Decision Phase, Performing The
Decision Phase, Phase 3: The Construction Phase, Performing The
Construction Phase, Phase 4: The Transition Phase, Knowledge Processing
and Knowledge Claim
Tracking with precipia's DIANE(tm) (Guest Speaker), Phase 5: The
Maintenance
Phase, Knowledge Claim Dynamics as a Basis for Impact Analysis, Wrap-
Up: What Have We Covered? Wrap-Up: Feedback.

The Workshop also includes plenty of group collaborative work in the
form of 7 roundtable discussions and 4 hands-on exercises, including
three directed toward practicing the phases of the methodology in the
context of a case study called Green Mountain Manufacturing.

This list of topics shows the */progression/* of the CKIM workshop
*/from KM Theory to an important case study to the development of a
comprehensive KM strategy to the areas of methodology, measurement and
metrics, techniques, and tools./* What it doesn't reflect however, is
the integration of topics through consistent application of the
conceptual foundation we provide in the first day. >From the theoretical
development through the case study and strategy sections through the
methodology including its emphasis on metrics, techniques, and tools
through the delivery of */the software templates for developing KM,
knowledge processing, business processing, and outcome metrics /*on the
final day, to the concluding wrap-up, */this Workshop is about
developing and applying in practice the KMCI three-tier KM reference
mode/*l we've developed since 1998. */Everything in this workshop is
connected to everything else./* Nothing is isolated from the mosaic we
craft in the Workshop. */Agree with us or not, this is a coherent view
of Knowledge Management/*, what it is, and how to apply it. It is a view
that addresses the lack of consensus, some would say even chaos, in KM,
and offers an answer to these conditions in the form of a comprehensive
map of our discipline and a set of guidelines for playing a role in it.

/*Tangible takeaways*/ from the CKIM workshop are the most extensive
offered for a workshop of this type. They include:

1. A set of extensive class notes in the form of Powerpoint Slides

2. Mark McElroy's book: The New Knowledge Management

3. Joe Firestone's book: Enterprise Information Portals and Knowledge
Management

4. Firestone and McElroy's book: Key Issues in the New Knowledge
Management

5. A pre-publication copy of Joe Firestone's new book applying KM to
reducing risk called Riskonomics: Reducing Risk by Killing Your Worst
Ideas

6. Davenport and Glaser's Harvard Business Review article on the
Partners HealthCare Case

7. Firestone and McElroy's The Learning Organization Journal article
on "Doing Knowledge Management", also featuring the Partners
HealthCare Case. This article received the 2006 outstanding article
award for the Emerald Journal, The Learning Organization

8. The Green Mountain Manufacturing KM case and hands-on exercises.

9. The KMCI K-STREAM^(TM) Methodology Baseline (.pdf file listing the
steps in K-STREAM^(TM))

10. An ExpertChoice Trial License (see www. expertchoice.com)

11. The Business Process Performance Template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

12. The Open Enterprise Ontology template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

13. "The Sustainability Code:" A policy model for achieving
sustainable innovation in organizations

14. An offer for a no-cost, perpetual license to use the patent-
pending Policy Synchronization Method (PSM) for achieving sustainable
innovation.

15. A CKIM^(TM) Certificate of completion.

Background information is plentiful at: http://www.kmci.org and  related
urls.

Here is a sample syllabus for a previous CKIM, which is updated for
every workshop.

http://www.kmci.org/media/CKIMSyllabussummer2005.pdf

Please give it a look, and let us know if you have any questions about
it or would like to attend an upcoming class. We think you'll agree
that this is the most comprehensive, rigorous, pedagogically diverse,
and novel KM workshop in the marketplace.

Again, our next class is January 7 - 11, 2008 in the Washington, DC
metro area.

You'll find registration information at:

http://www.kmci.org/datesandlocation.html

Why not join your other colleagues in learning a new and
comprehensive "bottom-up" KM Strategy that takes advantage of the self-
organizing nature of human systems as well as K-STREAM, a new KM
methodology for serious practitioners?

Whether you're a novice looking for your first introductory workshop,
or an expert, who's now looking around for a new take on KM, you'll
benefit from participating in the most challenging five-day
Certificate Workshop in KM today. Please give me a call at the number
below if you'd like to talk about it!

Hope to see you there.

Best,


Joe

Joseph M. Firestone, Ph.D.
Managing Director
Knowledge Management Consortium International and
CKIM Program
www.kmci.org

Managing Director
The Adaptive Metrics Center and
Center for The Open Enterprise, LLC
www.adaptivemetrics
center.com

CKO
Executive Information System, Inc.
www.dkms.com
http://radio.weblogs.com/ 0135950
703-461-8823


[Non-text portions of this message have been removed]

Dear KMCI Virtual Chapter Members,

KMCI is very happy to announce our new Distance Learning Program. Here's
our blurb.

Want Training Convenience?

KMCI Offers Flexible Distance Learning in Knowledge Management When You
Can Free Up a Day


KMCI synchronous, real time Distance Learning Workshops are offered
weekly on Tuesday, Wednesday, and Thursday during most weeks of the
year. Regular workshop times will be from 8: 30 AM to 5 PM, US Eastern
Standard, or Eastern Daylight Time, as the case may be, with scheduled
breaks for coffee and lunch. Workshops at other times may be provided if
mutually convenient.

All workshops will be delivered using web and teleconferencing technology

The Gateway Workshop, Theoretical Foundations of Knowledge Management,
is generally offered every Wednesday. None of the other Workshops may be
taken without prior completion of the Gateway Workshop.

All other Workshops are available every Tuesday and Thursday pending
Workshop lock-in by the first registrant for any workshop. No workshop
will be canceled as long as there is a single registrant. No workshop
will exceed 10 attendees.

Request the workshop of your choice, and specify the Tuesday or Thursday
date you want to register for it. If no Workshop is already scheduled
for that date, you'll lock-in the Workshop and the date.

The KMCI Certificate in Knowledge and Innovation Management (CKIM), a
/*Certificate of Completion*/ of five core CKIM Workshops, will be
awarded to attendees who complete the following five workshops:

        1. Theoretical Foundations of Knowledge Management: the Gateway
           Workshop;
        2. Knowledge Management Strategy and Case Studies;
        3. KM Methodology: K-STREAM and Its Core Tools, Part One;
        4. KM Methodology: K-STREAM and Its Core Tools, Part Two; and
        5. K-STREAM, Knowledge Claim Dynamics, and Wrap-up

A CKIM Advanced (CKIM-A) Certificate of Completion will be awarded to
attendees who complete an additional five elective workshops
The price of all One-Day Distance Learning Workshops is $695.00 per person.

Workshop enrollment requires a Computer, Broadband Connection to the
Internet, Headset and Microphone, and Browser, SKYPE, and GizmoProject
(both free) software for VOIP teleconferencing.

KMCI Distance Learning Workshops

    1. Theoretical Foundations of Knowledge Management: the Gateway
       Workshop; <http://www.kmci.org/gatewayworkshop.html>
    2. Knowledge Management Strategy and Case Studies;
       <http://www.kmci.org/KMStrategyCaseStudies.html>
    3. KM Methodology: K-STREAM and Its Core Tools, Part 1;
       <http://www.kmci.org/KMMethodologyPt1.html>
    4. KM Methodology: K-STREAM and Its Core Tools, Part 2;
       <http://www.kmci.org/KMMethodologyPt2.html>
    5. K-STREAM, Part 3, and Wrap-up
       <http://www.kmci.org/KMMethodologyPt3.html>
    6. Riskonomics: Reducing Risk by Killing Your Worst Ideas
       <http://www.kmci.org/Riskonomics.html>
    7. Risk Intelligence Metrics
       <http://www.kmci.org/Riskintelligencemetrics.html>
    8. The Open Enterprise: A Strategic Vision for KM
       <http://www.kmci.org/Theopenenterprisevision.html>
    9. What Is Knowledge? <http://www.kmci.org/Whatisknowledgeworkshop.html>
   10. How Is Knowledge Made? <http://www.kmci.org/Howisknowledgemade.html>
   11. KM, Measurement, and Metrics
       <http://www.kmci.org/KMmeasurementandmetrics.html>
   12. KM, Balanced Scorecards and Adaptive Scorecards (Coming)
   13. Selecting Knowledge: Killing One's Worst Ideas through Fair
       Critical Comparison
       <http://www.kmci.org/SelectingknowledgethroughFCC.html>
   14. Critical Rationalist Knowledge Management
       <http://www.kmci.org/CRKM.html>
   15. Knowledge Management and Knowledge Retention in Organizations
       (Coming)
   16. Knowledge Management and Information Technology (Coming)
   17. Knowledge Management and Sustainable Innovation
       <http://www.kmci.org/KMandSI.html>
   18. Critical Morality: Developing Objective Knowledge about Facts and
       Values (Coming)
   19. Knowledge Management Teams: What Kinds of Skills Do You Need? (Coming)
   20. Enterprise Knowledge Portals and Knowledge Management (Coming)

The Web Site provides Workshop descriptions and Syllabi for all the
released workshops. See:

http://www.kmci.org/kmcidistancelearning.html and follow the links.

Best,



Joe


Joseph M. Firestone, Ph.D.
Managing Director
Knowledge Management Consortium International and
CKIM Program
www.kmci.org

and

The Adaptive Metrics Center
www.adaptivemetricscenter.com

CKO
Executive Information System, Inc.
www.dkms.com
http://radio.weblogs.com/0135950
703-461-8823

    1.




[Non-text portions of this message have been removed]

Hello group,

thinking about the difference between practical and pragmatical Knowledge
Management I came to the following differentiation between pragmatical and
practical:

Pragmatical and practical both means useful. Pragmatical is something which
one thinks to be useful (e.g. a theory), practical is something, if that
which one thinks to be useful proves to be useful in reality (daily life).

Would be great to tell me if this differentiation is approriate.

Thanks for your help in advance,
Boris Jaeger - "Curiosity is the beginning of all learning!"

**** CONTACT ****
Jäger Wissensmanagement Information & Beratung
Jaeger Knowledge Management Information & Consulting
Boris Jaeger
Albert-Stehlin Str. 6
79365 Rheinhausen
DEUTSCHLAND / GERMANY
-----
fon/fax: +49-(0)7643-913880
mobil: +49-(0)1577-1568643
-----
mail: kontakt@...
home: www.knowledge-management-jaeger.de



**** REPUTATION ****
• [de] Gesellschaft für WM e.V. - Mitglied im Fachteam Wissensmanagement
• [de] xing.de - Co-Moderator der Diskussionsgruppe Knowledge Management
• [en] The Learning Organization - Reviewer of the Year 2006


**** FREE SERVICES ****
• Knowledge Management News & Resources WEBLOG
• Knowledge Management Events CALENDAR
• Knowledge Management Meta-SEARCH
• Knowledge Management Bookmarks/Links
• Knowledge Management Frameworks WIKI
• Knowledge Management Education WIKI



[Non-text portions of this message have been removed]

Brain Activity Differs for Creative and Noncreative, Linear Rational
Thinkers

http://smarteconomy.typepad.com/entrepreneurship_and_inno/2007/10/bra
in-activity-.html

---Walter

Our motto…."Changing the world, one idea at a time"

Walter Derzko

| The Smart Economy| http://smarteconomy.typepad.com
| Entrepreneurship and Innovation Today|
http://smarteconomy.typepad.com/entrepreneurship_and_inno/
| Innovation & Entrepreneurship Certificate, Univ of Toronto|
http://learn.utoronto.ca/Page1897.aspx
Toronto, Ontario Canada
Skype ID = scenarioman1
University email: walter.derzko [ at ] utoronto.ca or
Home & Business email: wderzko [ at ] pathcom.com

You can't escape your responsibility for tomorrow by evading it today
–Abraham Lincoln

Dear KMCI Virtual Chapter Members,

This is a reminder about our October 29 - November, 2, 2007 CKIM
workshop and a lengthy
description of what it has to offer. You may have seen the content before
if you've been a member of this list for some time. But if you need to
review details
because you're thinking of taking a great and comprehensive KM class,
then this post is for you.

Knowledge Management is now full of training classes and full of
Certificates and Certifications. There's nothing wrong with many of
those and your organization may well find them of value. But, in KM,
the truth is that there is no industry-wide agreement on basics that
all Knowledge Managers should know. There's no agreement on Key
Concepts, important models, processes, techniques, or software tools.
And, on top of that, everything is in constant ferment and changing
rapidly. In such a field, Certification is not as important as
education, teaching a comprehensive approach and a variety of other
materials and tools that can serve as a foundation for the continuous
learning that is the
reality for any KM practitioner.

KMCI's CKIM workshop offers such an education in one week of
intensive, comprehensive KM education. Other alternatives, again,
are available besides ours, and we're sure that many others offer
quality in various respects, but we believe that our alternative, in
addition to all of the features described below has the inestimable
advantage that it does not 'wag the dog' of Knowledge Management by
primarily providing instruction in the use of one of its tools or
techniques; but instead teaches you a comprehensive approach to doing
KM including concepts and theory, normative goals and objectives, and
also about a 'how to do it' methodology, including techniques for
intervening, impact evaluation and assessment, and core software tools
for applying the methodology.

Of course, there's a place in Knowledge Management for training in how
to implement CoPs, or Social Network Analysis, or Value Network
Analysis, or storytelling and narrative, or Knowledge Cafes, or other
important techniques. But workshops on those topics don't educate you
in how to do KM, but only in one of the initiatives you might use as
part of a KM intervention. You will need training in such things. But,
even more, you need training in the context of KM interventions within
which these techniques find their place. Otherwise you'll
just be 'wagging the dog' and not doing real KM.

It's in educating you about that context that our workshop excels,
and, we believe, excels above all others presently available, But
judge for yourself, read through the description of a previous Workshop
I've appended below and then look at the further information available
on our web site. Here's the description.

*/The best value //in KM Teaching Conferences/* is KMCI's next CKIM/K-
STREAM(tm) Workshop. It will be held in the Washington, DC Metro area
from October 29 - November 2, 2007 at The Residence Inn at 550 Army
Navy Drive, Arlington, VA 22201.

CKIM, our introduction to Knowledge and Innovation Management
Certificate Class, teaches KMCI's comprehensive KM strategy and
implementation methodology (K-STREAM). In addition to covering the
methodology itself, we present a series of core KM tool types used in
support of it, and also have guest speakers representing vendor
companies come in to make related presentations about their specific
tools. During the October Workshop we expect to have presentations from
ExpertChoice (a vendor of DSS software providing a wide range of
applications to K-STREAM), Pontifex (a system dynamics consultancy
presenting on iThink), Hyperwave (a vendor of portal, content
management, collaboration/web conferencing, and e-learning software),
and Precipia Inc. (an enterprise knowledge processing system vendor
providing support for knowledge making and discovery, knowledge claim
tracking, and analysis of knowledge claim dynamics) illustrating either
KM core or intervention tools and providing a great IT tool context for
our presentations, round table discussions, hands-on exercises, and case
studies.

CKIM spends about one day on theory */including complexity and
organizational learning/* approaches to KM, a second day on an
important case study */relating KM to Business Processes and
outcomes/*, and on */KM Strategy/*  , and three days on hands-on, in-
depth coverage of our */K-STREAM methodology/* and associated tools,
including case studies and exercises. Five days in total, all for only
$2695, the highest-
value face-to-face program available anywhere, since not only will we be
covering contemporary KM theory, but attendees will also be provided
with training in a comprehensive KM methodology and tool-set that they
can immediately put to use on Monday morning!

You now have the option of completing CKIM in two steps. You can
enroll for the first two days on theory and strategy, and can come
back another time for the last three days on K-STREAM methodology.
We've decided to make this change because many people interested in
CKIM find it difficult to free up five consecutive days for the class,
but may be able to find two days here and three days there.

If you enroll for the two-step program, we'll provide an interim CKIM
Certificate covering KM Strategy, and then give you the CKIM
Certificate when you complete the last three days. Fees for the first
two days of CKIM on KM Strategy are $1390, and the final three days on
K-STREAM methodology will cost $1785. So there's a substantial
economic advantage in completing the 5-day program in a single week, and
this reflects the
lower risks and administrative costs we experience if you take both
parts of the program consecutively.

For prior attendees of earlier versions of our CKIM program, given
before 2005, we are also offering a shortened attendance option,
whereby previous students can attend the new CKIM program at a reduced
cost in order to learn the new K-STREAM methodology, as well as our
new incremental KM strategy. For students who choose this option,
attendance is only required for the last 3-and-a-half days of the
class and the fee is $1845. In addition, all such prior students will
receive K-STREAM Certificates.

Main topics covered in CKIM include: The New KM Reference Model,
Organizational Learning, Problem Solving, and Action, Complex Adaptive
Systems, What is Knowledge? The Knowledge Life Cycle, A Framework for
KM, The Partners' Health Care Case Study, KM and Business Strategy, The
Policy Synchronization Method, The Open
Enterprise, Communities of Practice vs. Communities of Inquiry, KM
Methodology: Scope and Requirements, KM Methodology: The State of the
Art and K-STREAM, K-STREAM: Introduction and Overview of Phases, K-
STREAM Phase 1: Strategy and Assessment Phase, The Open Enterprise
Template, Formulating Alternative Strategies/Interventions, Impact
Models, Using Expert Choice: A Core Tool with Multiple Roles (Guest
Speaker), ROI and Benefits, Portal/Content
Management/Collaboration/elearning Software (Guest Speaker), Performing
a Knowledge Processing Gap Analysis, Impact Modeling with /iThink /(Guest
Speaker), Business Performance Modeling and Measurement Schemes (e.g.
Balanced
Scorecards), K-STREAM Phase 2: The Decision Phase, Performing The
Decision Phase, Phase 3: The Construction Phase, Performing The
Construction Phase, Phase 4: The Transition Phase, Knowledge Processing
and Knowledge Claim
Tracking with precipia's DIANE(tm) (Guest Speaker), Phase 5: The
Maintenance
Phase, Knowledge Claim Dynamics as a Basis for Impact Analysis, Wrap-
Up: What Have We Covered? Wrap-Up: Feedback.

The Workshop also includes plenty of group collaborative work in the
form of 7 roundtable discussions and 4 hands-on exercises, including
three directed toward practicing the phases of the methodology in the
context of a case study called Green Mountain Manufacturing.

This list of topics shows the */progression/* of the CKIM workshop
*/from KM Theory to an important case study to the development of a
comprehensive KM strategy to the areas of methodology, measurement and
metrics, techniques, and tools./* What it doesn't reflect however, is
the integration of topics through consistent application of the
conceptual foundation we provide in the first day. >From the theoretical
development through the case study and strategy sections through the
methodology including its emphasis on metrics, techniques, and tools
through the delivery of */the software templates for developing KM,
knowledge processing, business processing, and outcome metrics /*on the
final day, to the concluding wrap-up, */this Workshop is about
developing and applying in practice the KMCI three-tier KM reference
mode/*l we've developed since 1998. */Everything in this workshop is
connected to everything else./* Nothing is isolated from the mosaic we
craft in the Workshop. */Agree with us or not, this is a coherent view
of Knowledge Management/*, what it is, and how to apply it. It is a view
that addresses the lack of consensus, some would say even chaos, in KM,
and offers an answer to these conditions in the form of a comprehensive
map of our discipline and a set of guidelines for playing a role in it.

/*Tangible takeaways*/ from the CKIM workshop are the most extensive
offered for a workshop of this type. They include:

1. A set of extensive class notes in the form of Powerpoint Slides

2. Mark McElroy's book: The New Knowledge Management

3. Joe Firestone's book: Enterprise Information Portals and Knowledge
Management

4. Firestone and McElroy's book: Key Issues in the New Knowledge
Management

5. A pre-publication copy of Joe Firestone's new book applying KM to
reducing risk called Riskonomics: Reducing Risk by Killing Your Worst
Ideas

6. Davenport and Glaser's Harvard Business Review article on the
Partners HealthCare Case

7. Firestone and McElroy's The Learning Organization Journal article
on "Doing Knowledge Management", also featuring the Partners
HealthCare Case. This article received the 2006 outstanding article
award for the Emerald Journal, The Learning Organization

8. The Green Mountain Manufacturing KM case and hands-on exercises.

9. The KMCI K-STREAM^(TM) Methodology Baseline (.pdf file listing the
steps in K-STREAM^(TM))

10. An ExpertChoice Trial License (see www. expertchoice.com)

11. The Business Process Performance Template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

12. The Open Enterprise Ontology template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

13. "The Sustainability Code:" A policy model for achieving
sustainable innovation in organizations

14. An offer for a no-cost, perpetual license to use the patent-
pending Policy Synchronization Method (PSM) for achieving sustainable
innovation.

15. A CKIM^(TM) Certificate of completion.

Background information is plentiful at: http://www.kmci.org and  related
urls.

Here is a sample syllabus for a previous CKIM, which is updated for
every workshop.

http://www.kmci.org/media/CKIMSyllabussummer2005.pdf

Please give it a look, and let us know if you have any questions about
it or would like to attend an upcoming class. We think you'll agree
that this is the most comprehensive, rigorous, pedagogically diverse,
and novel KM workshop in the marketplace.

Again, our next class is October 29 - November, 2, 2007 in the
Washington, DC metro area.

You'll find registration information at:

http://www.kmci.org/datesandlocation.html

Why not join your other colleagues in learning a new and
comprehensive "bottom-up" KM Strategy that takes advantage of the self-
organizing nature of human systems as well as K-STREAM, a new KM
methodology for serious practitioners?

Whether you're a novice looking for your first introductory workshop,
or an expert, who's now looking around for a new take on KM, you'll
benefit from participating in the most challenging five-day
Certificate Workshop in KM today. Please give me a call at the number
below if you'd like to talk about it!

Hope to see you there.

Best,


Joe

Joseph M. Firestone, Ph.D.
Managing Director
Knowledge Management Consortium International and
CKIM Program
www.kmci.org

Managing Director
The Adaptive Metrics Center and
Center for The Open Enterprise, LLC
www.adaptivemetrics
center.com

CKO
Executive Information System, Inc.
www.dkms.com
http://radio.weblogs.com/ 0135950
703-461-8823


[Non-text portions of this message have been removed]

Dear KMCI Virtual Chapter Members,

The time's growing a bit short for the August CKIM Workshop, so please
act now. If you need to be reminded what a great value this is, here,
again, is my note of a week ago.

This is a reminder about our August 27 - 31, 2007 CKIM workshop and a
lengthy
description of what it has to offer. You may have seen the content before
if you've been a member of this list for some time. But if you need to
review details
because you're thinking of taking a great and comprehensive KM class,
then this post is for you.

Knowledge Management is now full of training classes and full of
Certificates and Certifications. There's nothing wrong with many of
those and your organization may well find them of value. But, in KM,
the truth is that there is no industry-wide agreement on basics that
all Knowledge Managers should know. There's no agreement on Key
Concepts, important models, processes, techniques, or software tools.
And, on top of that, everything is in constant ferment and changing
rapidly. In such a field, Certification is not as important as
education, teaching a comprehensive approach and a variety of other
materials and tools that can serve as a foundation for the continuous
learning that is the
reality for any KM practitioner.

KMCI's CKIM workshop offers such an education in one week of
intensive, comprehensive KM education. Other alternatives, again,
are available besides ours, and we're sure that many others offer
quality in various respects, but we believe that our alternative, in
addition to all of the features described below has the inestimable
advantage that it does not 'wag the dog' of Knowledge Management by
primarily providing instruction in the use of one of its tools or
techniques; but instead teaches you a comprehensive approach to doing
KM including concepts and theory, normative goals and objectives, and
also about a 'how to do it' methodology, including techniques for
intervening, impact evaluation and assessment, and core software tools
for applying the methodology.

Of course, there's a place in Knowledge Management for training in how
to implement CoPs, or Social Network Analysis, or Value Network
Analysis, or storytelling and narrative, or Knowledge Cafes, or other
important technques. But workshops on those topics don't educate you
in how to do KM, but only in one of the initiatives you might use as
part of a KM intervention. You will need training in such things. But,
even more, you need training in the context of KM interventions within
which these techniques find their place. Otherwise you'll
just be 'wagging the dog' and not doing real KM.

It's in educating you about that context that our workshop excels,
and, we believe, excels above all others presently available, But
judge for yourself, read through the description of a previous Workshop
I've appended below and then look at the further information available
on our web site. Here's the description.

*/The best value //in KM Teaching Conferences/* is KMCI's next CKIM/K-
STREAM(tm) Workshop. It will be held in the Washington, DC Metro area
from August 27 - 31, 2007 at The Residence Inn at 550 Army
Navy Drive, Arlington, VA 22201.

CKIM, our introduction to Knowledge and Innovation Management
Certificate Class, teaches KMCI's comprehensive KM strategy and
implementation methodology (K-STREAM). In addition to covering the
methodology itself, we present a series of core KM tool types used in
support of it, and also have guest speakers representing vendor
companies come in to make related presentations about their specific
tools. During the August Workshop we expect to have presentations from
ExpertChoice (a vendor of DSS software providing a wide range of
applications to K-STREAM), Pontifex (a system dynamics consultancy
presenting on iThink), Hyperwave (a vendor of portal, content
management, collaboration/web conferencing, and e-learning software),
and Precipia Inc. (an enterprise knowledge processing system vendor
providing support for knowledge making and discovery, knowledge claim
tracking, and analysis of knowledge claim dynamics) illustrating either
KM core or intervention tools and providing a great IT tool context for
our presentations, round table discussions, hands-on exercises, and case
studies.

CKIM spends about one day on theory */including complexity and
organizational learning/* approaches to KM, a second day on an
important case study */relating KM to Business Processes and
outcomes/*, and on */KM Strategy/*  , and three days on hands-on, in-
depth coverage of our */K-STREAM methodology/* and associated tools,
including case studies and exercises. Five days in total, all for only
$2695, the highest-
value face-to-face program available anywhere, since not only will we be
covering contemporary KM theory, but attendees will also be provided
with training in a comprehensive KM methodology and tool-set that they
can immediately put to use on Monday morning!

You now have the option of completing CKIM in two steps. You can
enroll for the first two days on theory and strategy, and can come
back another time for the last three days on K-STREAM methodology.
We've decided to make this change because many people interested in
CKIM find it difficult to free up five consecutive days for the class,
but may be able to find two days here and three days there.

If you enroll for the two-step program, we'll provide an interim CKIM
Certificate covering KM Strategy, and then give you the CKIM
Certificate when you complete the last three days. Fees for the first
two days of CKIM on KM Strategy are $1390, and the final three days on
K-STREAM methodology will cost $1785. So there's a substantial
economic advantage in completing the 5-day program in a single week, and
this reflects the
lower risks and administrative costs we experience if you take both
parts of the program consecutively.

For prior attendees of earlier versions of our CKIM program, given
before 2005, we are also offering a shortened attendance option,
whereby previous students can attend the new CKIM program at a reduced
cost in order to learn the new K-STREAM methodology, as well as our
new incremental KM strategy. For students who choose this option,
attendance is only required for the last 3-and-a-half days of the
class and the fee is $1845. In addition, all such prior students will
receive K-STREAM Certificates.

Main topics covered in CKIM include: The New KM Reference Model,
Organizational Learning, Problem Solving, and Action, Complex Adaptive
Systems, What is Knowledge? The Knowledge Life Cycle, A Framework for
KM, The Partners' Health Care Case Study, KM and Business Strategy, The
Policy Synchronization Method, The Open
Enterprise, Communities of Practice vs. Communities of Inquiry, KM
Methodology: Scope and Requirements, KM Methodology: The State of the
Art and K-STREAM, K-STREAM: Introduction and Overview of Phases, K-
STREAM Phase 1: Strategy and Assessment Phase, The Open Enterprise
Template, Formulating Alternative Strategies/Interventions, Impact
Models, Using Expert Choice: A Core Tool with Multiple Roles (Guest
Speaker), ROI and Benefits, Portal/Content
Management/Collaboration/elearning Software (Guest Speaker), Performing
a Knowledge Processing Gap Analysis, Impact Modeling with /iThink /(Guest
Speaker), Business Performance Modeling and Measurement Schemes (e.g.
Balanced
Scorecards), K-STREAM Phase 2: The Decision Phase, Performing The
Decision Phase, Phase 3: The Construction Phase, Performing The
Construction Phase, Phase 4: The Transition Phase, Knowledge Processing
and Knowledge Claim
Tracking with precipia's DIANE(tm) (Guest Speaker), Phase 5: The
Maintenance
Phase, Knowledge Claim Dynamics as a Basis for Impact Analysis, Wrap-
Up: What Have We Covered? Wrap-Up: Feedback.

The Workshop also includes plenty of group collaborative work in the
form of 7
roundtable discussions and 4 hands-on exercises, including three
directed toward practicing the phases of the methodology in the context
of a case study called Green Mountain Manufacturing.

This list of topics shows the */progression/* of the CKIM workshop
*/from KM Theory to an important case study to the development of a
comprehensive KM strategy to the areas of methodology, measurement and
metrics, techniques, and tools./* What it doesn't reflect however, is
the integration of topics through consistent application of the
conceptual foundation we provide in the first day. >From the theoretical
development through the case study and strategy sections
through the methodology including its emphasis on metrics, techniques,
and tools through the delivery of */the software templates for
developing KM, knowledge processing, business processing, and outcome
metrics /*on
the final day, to the concluding wrap-up, */this Workshop is about
developing and applying in practice the KMCI three-tier KM reference
mode/*l we've developed since 1998. */Everything in this workshop is
connected to everything else./* Nothing is isolated from the mosaic we
craft in the Workshop. */Agree with us or not, this is a coherent view
of Knowledge Management/*, what it is, and how to apply it. It is a view
that addresses the lack of consensus, some would say even chaos, in KM,
and offers an answer to these conditions in the form of a comprehensive
map of our discipline and a set of guidelines for playing a role in it.

/*Tangible takeaways*/ from the CKIM workshop are the most extensive
offered for a workshop of this type. They include:

1. A set of extensive class notes in the form of Powerpoint Slides

2. Mark McElroy's book: The New Knowledge Management

3. Joe Firestone's book: Enterprise Information Portals and Knowledge
Management

4. Firestone and McElroy's book: Key Issues in the New Knowledge
Management

5. A pre-publication copy of Joe Firestone's new book applying KM to
reducing risk called Riskonomics: Reducing Risk by Killing Your Worst
Ideas

6. Davenport and Glaser's Harvard Business Review article on the
Partners HealthCare Case

7. Firestone and McElroy's The Learning Organization Journal article
on "Doing Knowledge Management", also featuring the Partners
HealthCare Case. This article received the 2006 outstanding article
award for the Emerald Journal, The Learning Organization

8. The Green Mountain Manufacturing KM case and hands-on exercises.

9. The KMCI K-STREAM^(TM) Methodology Baseline (.pdf file listing the
steps in K-STREAM^(TM))

10. An ExpertChoice Trial License (see www. expertchoice.com)

11. The Business Process Performance Template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

12. The Open Enterprise Ontology template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

13. "The Sustainability Code:" A policy model for achieving
sustainable innovation in organizations

14. An offer for a no-cost, perpetual license to use the patent-
pending Policy Synchronization Method (PSM) for achieving sustainable
innovation.

15. A CKIM^(TM) Certificate of completion.

Background information is plentiful at: http://www.kmci.org and  related
urls.

Here is a sample syllabus for a previous CKIM, which is updated for
every workshop.

http://www.kmci.org/media/CKIMSyllabussummer2005.pdf

Please give it a look, and let us know if you have any questions about
it or would like to attend an upcoming class. We think you'll agree
that this is the most comprehensive, rigorous, pedagogically diverse,
and novel KM workshop in the marketplace.

Again, our next class is August 27 - 31, 2007 in the Washington, DC
metro area.

You'll find registration information at:

http://www.kmci.org/datesandlocation.html

Why not join your other colleagues in learning a new and
comprehensive "bottom-up" KM Strategy that takes advantage of the self-
organizing nature of human systems as well as K-STREAM, a new KM
methodology for serious practitioners?

Whether you're a novice looking for your first introductory workshop,
or an expert, who's now looking around for a new take on KM, you'll
benefit from participating in the most challenging five-day
Certificate Workshop in KM today. Please give me a call at the number
below if you'd like to talk about it!

Hope to see you there.

Best,


Joe

Joseph M. Firestone, Ph.D.
Managing Director
Knowledge Management Consortium International and
CKIM Program
www.kmci.org

Managing Director
The Adaptive Metrics Center and
Center for The Open Enterprise, LLC
www.adaptivemetrics
center.com

CKO
Executive Information System, Inc.
www.dkms.com
http://radio.weblogs.com/ 0135950
703-461-8823


[Non-text portions of this message have been removed]

Dear KMCI Virtual Chapter Members,

This is a reminder about our August 27 - 31, 2007 CKIM workshop and a
lengthy description of what it has to offer. You may have seen the content
before if you've been a member of this list for some time. But if you need to
review details because you're thinking of taking a great and comprehensive KM
class,then this post is for you.

Knowledge Management is now full of training classes and full of
Certificates and Certifications. There's nothing wrong with many of
those and your organization may well find them of value. But, in KM,
the truth is that there is no industry-wide agreement on basics that
all Knowledge Managers should know. There's no agreement on Key
Concepts, important models, processes, techniques, or software tools.
And, on top of that, everything is in constant ferment and changing
rapidly. In such a field, Certification is not as important as
education, teaching a comprehensive approach and a variety of other
materials and tools that can serve as a foundation for the continuous
learning that is the reality for any KM practitioner.

KMCI's CKIM workshop offers such an education in one week of
intensive, comprehensive KM education. Other alternatives, again,
are available besides ours, and we're sure that many others offer
quality in various respects, but we believe that our alternative, in
addition to all of the features described below has the inestimable
advantage that it does not 'wag the dog' of Knowledge Management by
primarily providing instruction in the use of one of its tools or
techniques; but instead teaches you a comprehensive approach to doing
KM including concepts and theory, normative goals and objectives, and
also about a 'how to do it' methodology, including techniques for
intervening, impact evaluation and assessment, and core software tools
for applying the methodology.

Of course, there's a place in Knowledge Management for training in how
to implement CoPs, or Social Network Analysis, or Value Network
Analysis, or storytelling and narrative, or Knowledge Cafes, or other
important technques. But workshops on those topics don't educate you
in how to do KM, but only in one of the initiatives you might use as
part of a KM intervention. You will need training in such things. But,
even more, you need training in the context of KM interventions within
which these techniques find their place. Otherwise you'll just be 'wagging the
dog' and not doing real KM.

It's in educating you about that context that our workshop excels,
and, we believe, excels above all others presently available, But
judge for yourself, read through the description of a previous Workshop I've
appended below and then look at the further information available on our web
site. Here's the description.

*/The best value //in KM Teaching Conferences/* is KMCI's next CKIM/K-
STREAM(tm) Workshop. It will be held in the Washington, DC Metro area
from August 27 - 31, 2007 at The Residence Inn at 550 Army Navy Drive,
Arlington, VA 22201.

CKIM, our introduction to Knowledge and Innovation Management
Certificate Class, teaches KMCI's comprehensive KM strategy and
implementation methodology (K-STREAM). In addition to covering the
methodology itself, we present a series of core KM tool types used in
support of it, and also have guest speakers representing vendor
companies come in to make related presentations about their specific
tools. During the August Workshop we expect to have presentations from
ExpertChoice (a vendor of DSS software providing a wide range of
applications to K-STREAM), Pontifex (a system dynamics consultancy
presenting on iThink), Hyperwave (a vendor of portal, content
management, collaboration/web conferencing, and e-learning software),
and Precipia Inc. (an enterprise knowledge processing system vendor
providing support for knowledge making and discovery, knowledge claim
tracking, and analysis of knowledge claim dynamics) illustrating either KM core
or intervention tools and providing a great IT tool context for our
presentations, round table discussions, hands-on exercises, and case studies.

CKIM spends about one day on theory */including complexity and
organizational learning/* approaches to KM, a second day on an
important case study */relating KM to Business Processes and
outcomes/*, and on */KM Strategy/* , and three days on hands-on, in-
depth coverage of our */K-STREAM methodology/* and associated tools,
including case studies and exercises. Five days in total, all for only
$2695, the highest- value face-to-face program available anywhere, since not
only will we be covering contemporary KM theory, but attendees will also be
provided with training in a comprehensive KM methodology and tool-set that they
can immediately put to use on Monday morning!

You now have the option of completing CKIM in two steps. You can
enroll for the first two days on theory and strategy, and can come
back another time for the last three days on K-STREAM methodology.
We've decided to make this change because many people interested in
CKIM find it difficult to free up five consecutive days for the class,
but may be able to find two days here and three days there.

If you enroll for the two-step program, we'll provide an interim CKIM
Certificate covering KM Strategy, and then give you the CKIM
Certificate when you complete the last three days. Fees for the first
two days of CKIM on KM Strategy are $1390, and the final three days on
K-STREAM methodology will cost $1785. So there's a substantial
economic advantage in completing the 5-day program in a single week, and this
reflects the lower risks and administrative costs we experience if you take both
parts of the program consecutively.

For prior attendees of earlier versions of our CKIM program, given
before 2005, we are also offering a shortened attendance option,
whereby previous students can attend the new CKIM program at a reduced
cost in order to learn the new K-STREAM methodology, as well as our
new incremental KM strategy. For students who choose this option,
attendance is only required for the last 3-and-a-half days of the
class and the fee is $1845. In addition, all such prior students will
receive K-STREAM Certificates.

Main topics covered in CKIM include: The New KM Reference Model,
Organizational Learning, Problem Solving, and Action, Complex Adaptive
Systems, What is Knowledge? The Knowledge Life Cycle, A Framework for
KM, The Partners' Health Care Case Study, KM and Business Strategy, The Policy
Synchronization Method, The Open Enterprise, Communities of Practice vs.
Communities of Inquiry, KM Methodology: Scope and Requirements, KM Methodology:
The State of the Art and K-STREAM, K-STREAM: Introduction and Overview of
Phases, K-STREAM Phase 1: Strategy and Assessment Phase, The Open Enterprise
Template, Formulating Alternative Strategies/Interventions, Impact Models, Using
Expert Choice: A Core Tool with Multiple Roles (Guest Speaker), ROI and
Benefits, Portal/Content Management/Collaboration/elearning Software (Guest
Speaker), Performing a Knowledge Processing Gap Analysis, Impact Modeling with
/iThink /(Guest Speaker), Business Performance Modeling and Measurement Schemes
(e.g. Balanced
Scorecards), K-STREAM Phase 2: The Decision Phase, Performing The
Decision Phase, Phase 3: The Construction Phase, Performing The
Construction Phase, Phase 4: The Transition Phase, Knowledge Processing and
Knowledge Claim Tracking with precipia's DIANE(tm) (Guest Speaker), Phase 5: The
Maintenance Phase, Knowledge Claim Dynamics as a Basis for Impact Analysis,
Wrap-Up: What Have We Covered? Wrap-Up: Feedback.

The Workshop also includes plenty of group collaborative work in the
form of 7 roundtable discussions and 4 hands-on exercises, including three
directed toward practicing the phases of the methodology in the context of a
case study called Green Mountain Manufacturing.

This list of topics shows the */progression/* of the CKIM workshop
*/from KM Theory to an important case study to the development of a
comprehensive KM strategy to the areas of methodology, measurement and
metrics, techniques, and tools./* What it doesn't reflect however, is
the integration of topics through consistent application of the conceptual
foundation we provide in the first day. From the heoretical
development through the case study and strategy sections through the methodology
including its emphasis on metrics, techniques, and tools through the delivery of
*/the software templates for developing KM, knowledge processing, business
processing, and outcome metrics /*on
the final day, to the concluding wrap-up, */this Workshop is about
developing and applying in practice the KMCI three-tier KM reference
mode/*l we've developed since 1998. */Everything in this workshop is
connected to everything else./* Nothing is isolated from the mosaic we
craft in the Workshop. */Agree with us or not, this is a coherent view
of Knowledge Management/*, what it is, and how to apply it. It is a view that
addresses the lack of consensus, some would say even chaos, in KM, and offers an
answer to these conditions in the form of a comprehensive map of our discipline
and a set of guidelines for playing a role in it.

/*Tangible takeaways*/ from the CKIM workshop are the most extensive
offered for a workshop of this type. They include:

1. A set of extensive class notes in the form of Powerpoint Slides

2. Mark McElroy's book: The New Knowledge Management

3. Joe Firestone's book: Enterprise Information Portals and Knowledge
Management

4. Firestone and McElroy's book: Key Issues in the New Knowledge
Management

5. A pre-publication copy of Joe Firestone's new book applying KM to
reducing risk called Riskonomics: Reducing Risk by Killing Your Worst
Ideas

6. Davenport and Glaser's Harvard Business Review article on the
Partners HealthCare Case

7. Firestone and McElroy's The Learning Organization Journal article
on "Doing Knowledge Management", also featuring the Partners
HealthCare Case. This article received the 2006 outstanding article
award for the Emerald Journal, The Learning Organization

8. The Green Mountain Manufacturing KM case and hands-on exercises.

9. The KMCI K-STREAM^(TM) Methodology Baseline (.pdf file listing the
steps in K-STREAM^(TM))

10. An ExpertChoice Trial License (see www. expertchoice.com)

11. The Business Process Performance Template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

12. The Open Enterprise Ontology template (a KMCI Model applying
ExpertChoice) and a no-cost license to use it in perpetuity.

13. "The Sustainability Code:" A policy model for achieving
sustainable innovation in organizations

14. An offer for a no-cost, perpetual license to use the patent-
pending Policy Synchronization Method (PSM) for achieving sustainable
innovation.

15. A CKIM^(TM) Certificate of completion.

Background information is plentiful at: http://www.kmci.org and  related urls.

Here is a sample syllabus for a previous CKIM, which is updated for
every workshop.

http://www.kmci.org/media/CKIMSyllabussummer2005.pdf

Please give it a look, and let us know if you have any questions about
it or would like to attend an upcoming class. We think you'll agree
that this is the most comprehensive, rigorous, pedagogically diverse,
and novel KM workshop in the marketplace.

Again, our next class is August 27 - 31, 2007 in the Washington, DC
metro area.

You'll find registration information at:

http://www.kmci.org/datesandlocation.html

Why not join your other colleagues in learning a new and
comprehensive "bottom-up" KM Strategy that takes advantage of the
self-organizing nature of human systems as well as K-STREAM, a new KM
methodology for serious practitioners?

Whether you're a novice looking for your first introductory workshop,
or an expert, who's now looking around for a new take on KM, you'll
benefit from participating in the most challenging five-day
Certificate Workshop in KM today. Please give me a call at the number
below if you'd like to talk about it!

Hope to see you there.

Best,


Joe

Joseph M. Firestone, Ph.D.
Managing Director
Knowledge Management Consortium International and
CKIM Program
www.kmci.org

Managing Director
The Adaptive Metrics Center and
Center for The Open Enterprise, LLC
www.adaptivemetrics
center.com

CKO
Executive Information System, Inc.
www.dkms.com
http://radio.weblogs.com/ 0135950
703-461-8823


[Non-text portions of this message have been removed]

Hi all -

I wanted to thank everyone here who has taken the time to complete
my survey on the CSFs for KM.  If you sent an email requesting a
summary of the results I will be sure to send that out just as soon
as they are available; it will also be posted on my site (link
below).

If you haven't had a chance to take the survey there is still time,
just follow the web-link below.

Survey Link:
http://is-nri.com/take/?i=117680&h=9-cHD_ZCyOVZ39tT6C6I7g

Survey Expires:  Monday, August 6th

If you would like to receive a summary of the results once the
survey and data analysis has been completed, please send an email to
the address given at the end of the survey.

Thanks again, and please let me know if you have any questions.

Best,
Curtis Conley
www.curtisconley.com

Hello Bill,

Thanks for a great story about what not to do when closing down a project.
Reminds me of a suggstion made by Mark Notturno, a well-known Popper scholar, at
a KMCI sponsored conference about five years ago. Mark pointed out that KM
should be producing "error maps" rather than "knowledge maps." This was partly
jocular on his part, because, of course, "error maps" are an important aspect of
the growth of our knowledge from a Critical Rationalist point of view.

In addition, I also think that the moral of the story you drew can be extended
further. Specifically, it seems clear from your example, that a lot of what EPMO
did wrong during the shutdown phase of things was to end internal transparency,
epistemic inclusivness, distributed problem solving and knowledge sharing, as
well as other attributes of the Open Enterprise, and to substitute instead, in
the name of efficiency, the isolative and fragmented structures, including
decaying knowledge islands, and practices of the closed, authoritarian
enterprise. Of course, EPMO is paying the price in lost adaptiveness and poor
performance, now.

To get more of a flavor of what EPMO did wrong, and to recognize that this was
to be expected based on Open Enterprise Theory, and also to understand that
success in knowledge retention and future success in coping with new challenges
depended on successful implementation of a generalized KM program that would
have made continued progress toward the Open Enterprise see:

http://www.dkms.com/papers/openenterpriseexcerptnumb1final.pdf

Best,



Joe


  -------------- Original message ----------------------
From: "Bill Hall" <bill.hall@...>
> Following on from the excellent recommendations from the prior email, the
> attached case exemplifies how important mechanisms to retain personal
> knowledge can be to an organization.
>
> My specialty is documentation and content management in a heavy engineering
> project management environment, so I am a strong proponent for capturing
> knowledge and managing it in objective forms. However, I am equally aware
> that due to bounded rationality and the limits to organization much
> knowledge that is critical to the organization remains personal (i.e., in
> peoples' heads).
>
> Towards understanding, managing, and capturing at least a fraction of this
> knowledge, my colleagues and I developed a methodology for mapping where
> particular types of personal knowledge resided in the organization and
> techniques to make this knowledge visible to others in a way that would
> facilitate the transfer of personal knowledge. These are described in the
> following papers:
>
> Nousala, S., Miles, A., Kilpatrick, B., Hall, W.P. 2005. Building knowledge
> sharing communities using team expertise access maps (TEAM). Proceedings,
> KMAP05 Knowledge Management in Asia Pacific Wellington, N.Z. 28-29 November
> 2005.
> http://www.orgs-evolution-knowledge.net/Index/DocumentKMOrgTheoryPapers/Nous
> alaEtAl2005KnowledgeSharingCommunitesExpertiseMapping.pdf or
> http://tinyurl.com/q4n8y.
>
> Nousala, S., Hall, W.P., John, S. 2007. Transferring tacit knowledge in
> extended enterprises. IKE'07- The 2007 International Conference on
> Information and Knowledge Engineering, Las Vegas, Nevada, June 25-28, 2007.
> (eprint available on request).
>
> We would like to see it implemented and tested in a genuine working
> environment. However, the sad thing is that the company we developed the
> technology for chose not to implement it - and now represents a clear
> example of corporate difficulties that can arise from not identifying and
> valuing important personal knowledge. This is one case I know a great deal
> about. I suspect that there are many more, but for obvious reasons they will
> only rarely (if at all) be documented in any way that identifies this kind
> of failure as a reason for the demise or contraction of an organization.
>
> Basically, the subject company ("EPMO"), in the defense project engineering
> and management business, recently finished a $6 BN, 15+ year project to
> build a number of high-technology warships for two governments on a
> stringently fixed price contract. The project finished recently, having
> delivered every ship on time and within the fixed price budget to a couple
> of very happy customers - a success that is virtually unique in the
> world-wide defense industry.
>
> EPMO had the policy that the client was basically right and that they would
> do what was required to ensure that their deliveries would satisfy the
> clients. Many mistakes were made in the project, but the company learned
> from them - especially in the areas of project controls, engineering content
> management, client relations, and subcontractor relationships and
> management, and ended up making a healthy profit. It should be noted that
> the solutions to these mistakes involved the development of personal wisdom
> in dealing with relevant issues, rather than things that could readily be
> documented in terms of fixed procedures.
>
> However, when the project was in a serial production phase and began to wind
> down (when knowledge capture was most critical), executive project
> management was handed over to people (production engineers and accountants)
> who knew how to close out projects but who had no personal experience of the
> earlier, learning stages of the project. To save costs and increase profits,
> the EPMO began dispersing old hands to other areas or offering outplacement
> or redundancy to old hands. Also in this time-frame, the company began
> negotiations with one of the previous clients for a shorter-term project to
> build a series of smaller warships. It is also worth noting that although
> executives at the group level gave lip-service to KM and hired a succession
> of consultants, who advised them of the importance of managing personal
> knowledge, no budget was ever allocated to implementing their suggestions.
>
> It was at this point when my colleagues and I began to seek methods as
> described in the linked paper to facilitate the transfer personal knowledge
> from the successful project to other areas of the company. However, none of
> the project managers involved had any experience with the mobilization and
> learning stages of new projects, and actively worked to prevent personal
> contacts (seen to be "time wasting) between people working in the different
> projects. To add insult to injury, EPMO erected a security fence to prevent
> casual (i.e., "unauthorized") contact between people involved in the
> different projects. Also, not only were we not funded, but those of us based
> in group head office were also explicitly barred from meeting with people in
> either project to build knowledge maps. (Our pilot interviews were conducted
> out-of-hours, with people who had been dispersed to other projects, or with
> people who chose to ignore the access restrictions.)
>
> The net result was people in the new project repeated many of the same
> mistakes made by the original project because of the existing institutional
> barriers to transferring living knowledge and wisdom. Also, because of the
> shorter time-frame of the new project and minimal opportunities for serial
> production, there has been no opportunity for learning on-the-job. The net
> result is a project substantially behind schedule and so far over the budget
> for the fixed-price contract that EPMO has had to reorganize its divisions
> and offer redundancies to many more of its old hands on high salaries.
> Whether it will survive as an independent company to repeat its previous
> successes remains to be seen.
>
> The moral of the story is that knowledge retention strategies are especially
> important in knowledge intensive organizations, even if they seem to be
> quite intangible and difficult to measure.
>
> Regards,
>
> William P. (Bill) Hall, PhD
>
> Document and Knowledge Management Systems Analyst
> Evolutionary Biology of Species and Organizations
> PO Box 94 Riddells Creek, Vic. 3431
> Phone: +61 3 5428 6246
> Email: bill.hall@...
> http://www.orgs-evolution-knowledge.net/
>
> National Fellow
> Australian Centre for Science, Innovation and Society
> History and Philosophy of Science
> University of Melbourne
> Office: 3.67, 111 Barry St., Carlton
> Phone: +61 3 8344 1488 (Mon, Fri only)
> Email: whall@...
> URL: http://www.acsis.unimelb.edu.au/
>
> Visiting Faculty Associate
> University of Technology Sydney
>
> -----Original Message-----
> From: kmci-Virtual-Chapter@yahoogroups.com
> [mailto:kmci-Virtual-Chapter@yahoogroups.com] On Behalf Of arjunjthomas
> Sent: Wednesday, 1 August 2007 6:37 PM
> To: kmci-Virtual-Chapter@yahoogroups.com
> Subject: [kmci-Virtual-Chapter] Knowledge Retention Strategies
>
> Knowledge attrition is increasing at an extremely rapid rate as
> companies lose portions of their workforce, either quickly or over
> time. Establishing a strategy to nip this in the bud would save them
> millions, if not billions of dollars every year.
>
> The greatest deterrence to knowledge attrition is a robust KM
> initiative. This enables existing information to circulate efficiently
> and thereby reducing the impact of attrition on the knowledge of the
> company. However, lets face it even the most robust Knowledge
> retention strategies cant hope to replace a lost knowledge asset.
>
> This awareness in companies of how knowledge attrition affects then
> has prompted a large number of companies to institutionalize certain
> processes to capture as much knowledge from their employees as
> possible. Listed below are a few of these methods ( you might want to
> check if your company uses any of these strategies of retention )
>
>    1. CoP's and internal networks
>    2. Interviews
>    3. Videotaping
>    4. SME directories
>    5. Repositories
>    6. After action / project milestone reviews
>    7. Mentoring Programs
>    8. Knowledge Maps
>    9. Recruiting Strategies
>   10. Retention Strategies
>
> While a lot of these seem very useful a large percentage of companies
> find it difficult to measure the effectiveness they have. Knowledge
> transfer quality seems to be the single biggest reason why corporates
> shy away from establishing robust knowledge retention strategies.
>
> Validating the quality of knowledge transfer can be very difficult so
> there are other ways around the problem. Identifying critical
> information areas and concentrating on these ensure that a higher
> quality of knowledge is recorded and retained instead of a "Jack of
> all trades - Master of none" approach.
>
> There are a ton of research articles out there on this topic, so
> browse around , now that you know what to look for.
>
> http://arjunthomas.com
>
>
>
>
> Yahoo! Groups Links
>
>
>
>

Arjun,

Here are some comments on your most recent post.
  -------------- Original message ----------------------
From: "arjunjthomas" <arjunjthomas@...>
> Knowledge attrition is increasing at an extremely rapid rate as
> companies lose portions of their workforce, either quickly or over
> time. Establishing a strategy to nip this in the bud would save them
> millions, if not billions of dollars every year.

Considering how many companies there are in the world, there's not much doubt
that effective knowledge attrition strategies, policies, programs, and projects,
would save many, many billions of dollars across the world. In the largest of
companies, billions of dollars might be "saved" with each such company. Also,
it's doubtful a single strategy, invariant in its details, will work in all
companies, just as a single KM strategy won't work in all companies.
>
> The greatest deterrence to knowledge attrition is a robust KM
> initiative. This enables existing information to circulate efficiently
> and thereby reducing the impact of attrition on the knowledge of the
> company.

I don't know whether the word "deterrence" applies here. But the general idea
that an effective KM program can cut an organization's losses due to knowledge
attrition is correct, I think. But this raises a major issue which I'm not sure
you've highlighted in this post: namely, the issue of whether programs targeted
at knowledge attrition specifically, rather than generalized programs targeted
at
enhancing knowledge processing (problem seeking, recognition, and formulation,
making or discovering new knowledge, and knowledge integration), can succeed.

In the present relatively negative climate in the United States for KM, I see
many organizations turning to KM specifically for help with knowledge attrition.
These organizations make the tacit, and sometimes explicit, assumption, that
they don't need a KM program and don't want to pay for one, but only want,
instead, a knowledge retention program that will alleviate the immediate crisis
they understand, the crisis of baby boomers walking out the door with their many
years of jnternalized knowledge that these organizations may need in the
immediate
future. Of course, that assumption is connected to the further assumption that
it is possible to devise and successfully implement a knowledge
retention/attrition/capture program to solve the problem of knowledge attrition,
while avoiding implementing a generalized KM program.

I believe that this assumption is incorrect and I fear that if too many
organizations act on it, and too many Knowledge Managers play ball with the
"practical" executives who are making it, it will lead to another perceived
widespread failure of KM in the next few years, thus further discrediting a
discipline that has been set on its heels by the earliier perceived failures of
knowledge sharing programs.

I think targeted knowledge attrition programs will fail because they don't
recognize the systemic character of knowledge retention/attrition/capture and
its dependency on the general state of knowledge processing in organizations.
Instead, these programs assume that one can directly manipulate soon to depart
employees outside of a normal work context, to extract key aspects of their
knowledge that will be useful in meeting challenges faced by the organization
after they are gone.

However, this can't work. First, because the people planning to leave have
little financial incentive to produce such knowledge, and substantial financial
incentive to withhold it. Second, because neither they nor those manipulating
them have any way of knowing what the specific challenges will be that would
require their knowledge. And third, because the manipulative contexts used by
the knowledge extractors, don't approximate the real world problem solving and
knowledge integration situations in which knowledge is "transferred" from people
who will be leaving soon to people who will be staying or to organizational
repositories.


> However, lets face it even the most robust Knowledge
> retention strategies cant hope to replace a lost knowledge asset.

You mean a person?
>
> This awareness in companies of how knowledge attrition affects then
> has prompted a large number of companies to institutionalize certain
> processes to capture as much knowledge from their employees as
> possible. Listed below are a few of these methods ( you might want to
> check if your company uses any of these strategies of retention )

Arjun, are the items in the list below methods, strategies, techniques, or
tools? Are they at the same level of analysis? Shouldn't some combination of
them be used in knowledge retention strategies? Aren't there important
techniques, methods, or tools, that aren't on this list? What about portals?
Collaboration tools? Virtual Teams? Expert Committees? What about the collection
of tools identified by  the label web 2.0? What about narrative databases,
storytelling, anecdote circles, etc.? What about the Open Enterprise Pattern
identified in "Doing Knowledge Management" here?

http://www.kmci.org/media/Doing_KM.pdf
>
>    1. CoP's and internal networks
>    2. Interviews
>    3. Videotaping
>    4. SME directories
>    5. Repositories
>    6. After action / project milestone reviews
>    7. Mentoring Programs
>    8. Knowledge Maps
>    9. Recruiting Strategies
>   10. Retention Strategies
>
> While a lot of these seem very useful a large percentage of companies
> find it difficult to measure the effectiveness they have. Knowledge
> transfer quality seems to be the single biggest reason why corporates
> shy away from establishing robust knowledge retention strategies.

So far, they haven't been able to measure knowledge transfer quality. This is
not surprising since measurements and metrics targeted on knowledge processing
and outcomes, rather than on business processing and outcome metrics have not
been widely developed in KM. I've discussed the area of adaptive metrics in a
report for the Cutter Consortium dealing with Adaptive Scorecards. You'll find
links to background material and also a link to a free download of the Cutter
Report here:

http://www.adaptivemetricscenter.com/amcresourcesandlinks.html

The key to developing measures of KM impact is a detailed conceptual framework,
that when combined with appropriate techniques of measurement modeling, can
yield measures of knowledge processing attributes and change in those
attributes. I've developed such a framework, available here:

http://www.adaptivemetricscenter.com/openenterprisetemplateamcreport.html
>
> Validating the quality of knowledge transfer can be very difficult so
> there are other ways around the problem. Identifying critical
> information areas and concentrating on these ensure that a higher
> quality of knowledge is recorded and retained instead of a "Jack of
> all trades - Master of none" approach.

I couldn't agree more with this. A generalized approach to KM should prioritize
domains where critical decisions frequently needing new knowledge are repeatedly
made. Applying KM to enhancing knowledge processing about these critical
decisions, creates contexts and structures in which the most important
problem-relevant knowledge can be created, shared, and captured in a natural
way, without seeming to be extracting such knowledge from those who are nearing
retirement or who may be leaving the organization for other reasons. The
prioritized application of KM to critical domains also creates higher quality
knowledge in the areas in which both the growth of knowledge and knowledge
retention are most needed.

Best,


Joe

Following on from the excellent recommendations from the prior email, the
attached case exemplifies how important mechanisms to retain personal
knowledge can be to an organization.

My specialty is documentation and content management in a heavy engineering
project management environment, so I am a strong proponent for capturing
knowledge and managing it in objective forms. However, I am equally aware
that due to bounded rationality and the limits to organization much
knowledge that is critical to the organization remains personal (i.e., in
peoples' heads).

Towards understanding, managing, and capturing at least a fraction of this
knowledge, my colleagues and I developed a methodology for mapping where
particular types of personal knowledge resided in the organization and
techniques to make this knowledge visible to others in a way that would
facilitate the transfer of personal knowledge. These are described in the
following papers:

Nousala, S., Miles, A., Kilpatrick, B., Hall, W.P. 2005. Building knowledge
sharing communities using team expertise access maps (TEAM). Proceedings,
KMAP05 Knowledge Management in Asia Pacific Wellington, N.Z. 28-29 November
2005.
http://www.orgs-evolution-knowledge.net/Index/DocumentKMOrgTheoryPapers/Nous
alaEtAl2005KnowledgeSharingCommunitesExpertiseMapping.pdf or
http://tinyurl.com/q4n8y.

Nousala, S., Hall, W.P., John, S. 2007. Transferring tacit knowledge in
extended enterprises. IKE'07- The 2007 International Conference on
Information and Knowledge Engineering, Las Vegas, Nevada, June 25-28, 2007.
(eprint available on request).

We would like to see it implemented and tested in a genuine working
environment. However, the sad thing is that the company we developed the
technology for chose not to implement it - and now represents a clear
example of corporate difficulties that can arise from not identifying and
valuing important personal knowledge. This is one case I know a great deal
about. I suspect that there are many more, but for obvious reasons they will
only rarely (if at all) be documented in any way that identifies this kind
of failure as a reason for the demise or contraction of an organization.

Basically, the subject company ("EPMO"), in the defense project engineering
and management business, recently finished a $6 BN, 15+ year project to
build a number of high-technology warships for two governments on a
stringently fixed price contract. The project finished recently, having
delivered every ship on time and within the fixed price budget to a couple
of very happy customers - a success that is virtually unique in the
world-wide defense industry.

EPMO had the policy that the client was basically right and that they would
do what was required to ensure that their deliveries would satisfy the
clients. Many mistakes were made in the project, but the company learned
from them - especially in the areas of project controls, engineering content
management, client relations, and subcontractor relationships and
management, and ended up making a healthy profit. It should be noted that
the solutions to these mistakes involved the development of personal wisdom
in dealing with relevant issues, rather than things that could readily be
documented in terms of fixed procedures.

However, when the project was in a serial production phase and began to wind
down (when knowledge capture was most critical), executive project
management was handed over to people (production engineers and accountants)
who knew how to close out projects but who had no personal experience of the
earlier, learning stages of the project. To save costs and increase profits,
the EPMO began dispersing old hands to other areas or offering outplacement
or redundancy to old hands. Also in this time-frame, the company began
negotiations with one of the previous clients for a shorter-term project to
build a series of smaller warships. It is also worth noting that although
executives at the group level gave lip-service to KM and hired a succession
of consultants, who advised them of the importance of managing personal
knowledge, no budget was ever allocated to implementing their suggestions.

It was at this point when my colleagues and I began to seek methods as
described in the linked paper to facilitate the transfer personal knowledge
from the successful project to other areas of the company. However, none of
the project managers involved had any experience with the mobilization and
learning stages of new projects, and actively worked to prevent personal
contacts (seen to be "time wasting) between people working in the different
projects. To add insult to injury, EPMO erected a security fence to prevent
casual (i.e., "unauthorized") contact between people involved in the
different projects. Also, not only were we not funded, but those of us based
in group head office were also explicitly barred from meeting with people in
either project to build knowledge maps. (Our pilot interviews were conducted
out-of-hours, with people who had been dispersed to other projects, or with
people who chose to ignore the access restrictions.)

The net result was people in the new project repeated many of the same
mistakes made by the original project because of the existing institutional
barriers to transferring living knowledge and wisdom. Also, because of the
shorter time-frame of the new project and minimal opportunities for serial
production, there has been no opportunity for learning on-the-job. The net
result is a project substantially behind schedule and so far over the budget
for the fixed-price contract that EPMO has had to reorganize its divisions
and offer redundancies to many more of its old hands on high salaries.
Whether it will survive as an independent company to repeat its previous
successes remains to be seen.

The moral of the story is that knowledge retention strategies are especially
important in knowledge intensive organizations, even if they seem to be
quite intangible and difficult to measure.

Regards,

William P. (Bill) Hall, PhD

Document and Knowledge Management Systems Analyst
Evolutionary Biology of Species and Organizations
PO Box 94 Riddells Creek, Vic. 3431
Phone: +61 3 5428 6246
Email: bill.hall@...
http://www.orgs-evolution-knowledge.net/

National Fellow
Australian Centre for Science, Innovation and Society
History and Philosophy of Science
University of Melbourne
Office: 3.67, 111 Barry St., Carlton
Phone: +61 3 8344 1488 (Mon, Fri only)
Email: whall@...
URL: http://www.acsis.unimelb.edu.au/

Visiting Faculty Associate
University of Technology Sydney

-----Original Message-----
From: kmci-Virtual-Chapter@yahoogroups.com
[mailto:kmci-Virtual-Chapter@yahoogroups.com] On Behalf Of arjunjthomas
Sent: Wednesday, 1 August 2007 6:37 PM
To: kmci-Virtual-Chapter@yahoogroups.com
Subject: [kmci-Virtual-Chapter] Knowledge Retention Strategies

Knowledge attrition is increasing at an extremely rapid rate as
companies lose portions of their workforce, either quickly or over
time. Establishing a strategy to nip this in the bud would save them
millions, if not billions of dollars every year.

The greatest deterrence to knowledge attrition is a robust KM
initiative. This enables existing information to circulate efficiently
and thereby reducing the impact of attrition on the knowledge of the
company. However, lets face it even the most robust Knowledge
retention strategies cant hope to replace a lost knowledge asset.

This awareness in companies of how knowledge attrition affects then
has prompted a large number of companies to institutionalize certain
processes to capture as much knowledge from their employees as
possible. Listed below are a few of these methods ( you might want to
check if your company uses any of these strategies of retention )

    1. CoP's and internal networks
    2. Interviews
    3. Videotaping
    4. SME directories
    5. Repositories
    6. After action / project milestone reviews
    7. Mentoring Programs
    8. Knowledge Maps
    9. Recruiting Strategies
   10. Retention Strategies

While a lot of these seem very useful a large percentage of companies
find it difficult to measure the effectiveness they have. Knowledge
transfer quality seems to be the single biggest reason why corporates
shy away from establishing robust knowledge retention strategies.

Validating the quality of knowledge transfer can be very difficult so
there are other ways around the problem. Identifying critical
information areas and concentrating on these ensure that a higher
quality of knowledge is recorded and retained instead of a "Jack of
all trades - Master of none" approach.

There are a ton of research articles out there on this topic, so
browse around , now that you know what to look for.

http://arjunthomas.com




Yahoo! Groups Links

Knowledge attrition is increasing at an extremely rapid rate as
companies lose portions of their workforce, either quickly or over
time. Establishing a strategy to nip this in the bud would save them
millions, if not billions of dollars every year.

The greatest deterrence to knowledge attrition is a robust KM
initiative. This enables existing information to circulate efficiently
and thereby reducing the impact of attrition on the knowledge of the
company. However, lets face it even the most robust Knowledge
retention strategies cant hope to replace a lost knowledge asset.

This awareness in companies of how knowledge attrition affects then
has prompted a large number of companies to institutionalize certain
processes to capture as much knowledge from their employees as
possible. Listed below are a few of these methods ( you might want to
check if your company uses any of these strategies of retention )

    1. CoP's and internal networks
    2. Interviews
    3. Videotaping
    4. SME directories
    5. Repositories
    6. After action / project milestone reviews
    7. Mentoring Programs
    8. Knowledge Maps
    9. Recruiting Strategies
   10. Retention Strategies

While a lot of these seem very useful a large percentage of companies
find it difficult to measure the effectiveness they have. Knowledge
transfer quality seems to be the single biggest reason why corporates
shy away from establishing robust knowledge retention strategies.

Validating the quality of knowledge transfer can be very difficult so
there are other ways around the problem. Identifying critical
information areas and concentrating on these ensure that a higher
quality of knowledge is recorded and retained instead of a "Jack of
all trades - Master of none" approach.

There are a ton of research articles out there on this topic, so
browse around , now that you know what to look for.

http://arjunthomas.com

Arjun,

I know you prefer comments on your blog, but I think you need to understand that
the reason why I publish your posts is to stimulate discussions HERE for the
sake of our members. If that leads to people commenting on your blog site, I
don't mind. But I don't appreciate specific appeals by you asking them to leave
the forum and to post on your blog. An appeal of that sort suggests that your
only interest in posting here is to recruit correspondents for your blog site
rather than to support kmci-virtual-chapter discussions.
If I thought that were the case, I simply wouldn't publish your posts any
longer, since they would be distracting rather than adding to our dicussions.

Here are some comments on your knowledge mapping post, including comments on
some things you said at your blog site.

>
> Knowledge Mapping in Organizations
>
> "Why is establishing a knowledge map important for your organization?
> Well, lets look at it this way, unless you had a travel map you
> wouldn't know what was out there and more importantly you wouldn't
> know how to get there. A knowledge map for a company works in pretty
> much the same way. It tells the company where their knowledge resides
> and where the gaps are.

Whether it really does that or not depends on how "knowledge map" is defined and
how "knowledge" is distinguished from "information." People in KM do that in
many different ways. How do you do it? What does the term "knowledge map" mean
to you.
>
> "However the most important thing to keep in mind when creating a
> knowledge map in your organization is to map it in the context of the
> business processes that you are trying to improve. Otherwise you end
> up mapping knowledge you have no idea what to do with.""

You seem to be assuming that the objective of KM is to enhance business
processes. But what about knowledge processes, knowledge outcomes, and business
outcomes? Where do they fit into your scheme?
>

> "It’s critical to understand that if you are starting a KM initiative in your
organization first create a knowledge > map, this will establish a platform upon
with you could build your KM approach. Since institutionalizing KM > is such a
mammoth task you will most definitely create unneccessary hurdles for yourself
if you dont know > where the gaps and strengths are."

I find it hard to evaluate this statement because I'm still not sure how you'd
distinguish a knowledge map from an information map. Also, how would you compare
that suggestion to the alternative idea that the first thing one should do is to
create a list of business domains prioritized according to the risk of error in
decision making.

[snip]

> "The highest level mapping - at the enterprise level - is whats known as an
expertise review. This is a > > > > crucial area of mapping as it identifies the
various silos of knowledge available in the organization as > > > well as the
key assets of knowledge.  Unfortunately due to the nature of the knowledge this
map quickly > > gets outdated."

It seems that here you're viewing people as "silos of knowledge," and as "key
assets of knowledge." But we can't forget that it's people you're talking about.
Also, what about databases and unstructured content stores? Aren't these also
important "silos of knowledge" and "key assets of knowledge"? Also, how do you
know that the people identified by an "expertise review" store "knowledge"
rather than just information?

> The expertise tacit knowledge map focuses specifically on business units and
other such entities. It’s > > > purpose being to identify resources with
specific knowledge.

Since "tacit knowledge" is knowledge that can't be expressed, how can we
possible create "a tacit knowledge map?" That is, how can we measure "tacit
knowledge" in such a way, that we can avoid circularity when we want to use our
measures of tacit knowledge to account for our decision making and behavior?

> The knowledge map gap  analysis however is the most specific map of all. This
map gathers specific > > > information about what knowledge is needed, who
possesses it, who uses it, where it is located, and what > business issues it
addresses. This however is a time consuming excercise as it defines the flow of
> > > > knowledge in an organization.

I'm very interested in knowledge gap analyses myself.

-- But what is a "knowledge gap" exactly?

-- And what is a "knowledge gap map" and how can we construct one?

-- Also, how does a "knowledge map gap analysis tell us which knowledge gaps are
the importnat ones? That is how can it help us to prioritize knowledge gaps?

-- Finally, assuming we have a map of the knowledge gaps existing in an
organization, and also that we have a measure of their relative importance, then
what is the job of Knowledge Management realtive to these gaps?

Best,


Joe

Joseph M. Firestone, Ph.D.
Managing Director, CEO
Knowledge Management Consortium International and
CKIM Program
www.kmci.org

Managing Director, CEO
The Adaptive Metrics Center and
Center for The Open Enterprise, LLC
www.adaptivemetricscenter.com

CKO
Executive Information System, Inc.
www.dkms.com
http://radio.weblogs.com/0135950
703-461-8823

Article : http://arjunthomas.com/?p=92 ( the articles below are
extracts - too large to put them all in a single post )

Knowledge Mapping in Organizations

"Why is establishing a knowledge map important for your organization?
Well, lets look at it this way, unless you had a travel map you
wouldn't know what was out there and more importantly you wouldn't
know how to get there. A knowledge map for a company works in pretty
much the same way. It tells the company where their knowledge resides
and where the gaps are.

However the most important thing to keep in mind when creating a
knowledge map in your organization is to map it in the context of the
business processes that you are trying to improve. Otherwise you end
up mapping knowledge you have no idea what to do with."

SharePoint 2007 Feature Comparison

"While i haven't actually gotten around to doing a comprehensive
write-up on this new application from Microsoft i figured that
prospective users out there might be interested in knowing how
different this new version is from the older one.

I've spent the last 2 years working with Sharepoint V2 ( 2003 )
amongst many other KM tools and honestly while perfectly suited as a
document management tool it is FAR from being even close to a KM
application."

Microsoft Knowledge Network

"Microsoft KN was started with the sole objective of tapping the tacit
knowledge of an organization. Designed to complement the Microsoft
Office Sharepoint Server ( MOSS ) the knowledge network determines who
an expert is and defines a social structure of all employees.

KN has 2 components, a client side application that resides on the
users desktop that actually does the "Analysis" and a server component
running on MOSS 2007 that collates all the information."

Do leave comments on my blog, would love to hear from you folks..

Hi all,

I would like ask you to participant in a research study on the
Critical Success Factors (CSFs) for Knowledge Management (KM).  The
research study is being conducted by Curtis Conley, a doctoral
candidate at Northern Illinois University, by means of an online survey.

The purpose of this study is to validate a framework of Critical
Success Factors (CSFs) for Knowledge Management (KM) which both KM
scholars and practitioners find successful and useful.  The knowledge
gained from this study may help scholars and practitioners understand
the factors which influence KM success or failure.  Additionally, the
proposed framework of CSFs for KM may serve as a useful tool that
practitioners can use in evaluating and understanding the CSFs that
may impact their KM initiatives.  The final product of this research
will also report on any differences of CSFs for KM that have been
identified based on the background of participants (Industry,
Organization Size, etc.).

You will be asked to fill out a questionnaire, consisting of three
smaller parts. The three parts ask about your professional background,
CSFs for KM, and the framework of CSFs for KM proposed by this study.
  The questionnaires should take about 15 minutes to complete.  If you
can please take a few moments and complete the survey it would be
greatly appreciated.
You can access the survey by clicking here:
http://is-nri.com/take?i=117680&h=9-cHD_ZCyOVZ39tT6C6I7g

If you have any questions or experience any problems please feel free
to contact me.

Please complete the survey no later than Monday, August 6th.

Thank you,
Curtis