A little while ago I posted on how Communities of Practice (CoPs) can act as a sense-making model for KM . Which means the contents of this post is more focused on the online element of KM. The big difference here to past KM efforts is that it’s focus is on interactions, conversations and context (Just-in-time), rather than codifying and warehousing objects and then people seeking those objects (Just-in-case). Here’s a direct link to the model . NOTE: I used CoPs as a model as that’s what we are doing at work, but obviously this is a similar concept when

CPsquare is like a town square, a place where people gather to connect and learn together. Tags: cpsquare cp2tech02 cop community collaboration km communities socialweb learnin We are a diverse community of practitioners that has gathered to share knowledge and build a practice around our passion for and belief in the potential of communities of practice as a vehicle for positive organizational and world change. CPsquare We are from corporate, private, non-profit, and academic organizations; we hail from many nations across the globe; we are involved in consulting, research, and

For a good number of years, both Knowledge Management and Learning have always been associated with one another and overlapping quite a bit. Plenty of organisations are eventually using terms like Learning & Knowledge to refer to that process of knowledge sharing and collaborating; and, in a way, with the emergence of social software within the corporate environment, I am sure we will be seeing both disciplines come together even more! To that extent, and in order to spark further conversations on the topic, while I get to finalise my thoughts on that very same subject, I thought I would share with you folks a couple of interesting links over here, rather quick, to perhaps come back to it at a later time.

I read something related to this today by Paul Iske , head of KM for ABN Amro bank. Workers need to be able to assess new situations, learn in real time, and improvise solutions. That’s an entirely new learning agenda, for it means putting enough trust in workers to give them the wheel”” Here’s an excerpt from a one page flyer I’m doing for Communities of Practice at our work: “We like to think that people in our [firm] are more than their job title describes, we all have many talents, and we all have many needs to draw on each others talent.

And Social Computing doesn’t want to do anything with Knowledge Management because all of the "management" piece of knowledge and that willingness from KM to control both the flow of information and knowledge within an organisation. Each of them placing the focus on the own key areas: KM on the processes and tools and Social Computing on the people themselves. I know that for a good number of years Social Computing and Knowledge Management have been walking different paths. Even more, I would probably be able to state that all along they haven’t gotten on

had the pleasure of meeting “performance poet” Elvis McGonagal at the annual Henley KM Forum meeting last week. (Yes, Yes, he did wear that jacket.) Elvis did a fantastic job of summarising the inputs from the likes of Bill Lucas from the Centre for Real World Learning at Winchester (who was inspirational), Leif Edvinsson, Raj Datta from Mindtree and Verna Allee , plus a number KM Forum projects from the last year - in a uniquely delivered poem. Elvis McGonagall - Performance Poet I

I think it’s getting us closer to the KM productivity (sense-making) aim that knowledge sharing and knowledge transfer has always aspired to, which is: learning organisation, information re-use, and corporate memory learning Social search is resurfacing as a hot topic of late , due to how effective Twitter has become in helping you find information, and how it is close to how we source information in the offline world (via our network). Twitter is being differentiated by being called a “ Help Engine “.

As we learn the software and develop guides we are also piloting lots of various communities to learn about structure, and human dynamics. I think the deployment of our CoPs is a mix of a KM demand and supply strategy . Anyway, the KM Demand strategy is more at the micro-level. Our Communities of Practice at work are currently in the development stage. There has been no effort to generate interest…it’s all word of mouth across our many global offices…I suppose all this stuff is in vogue at the moment.

My aim was to contrast traditional KM of conscripting best practices, with a new approach based on sensemaking pkm and networks …more appropriate tools, design for emergence and ambient awareness , and amplifying how we get things done offline…basically a more cognitive science approach over management science. A great deal of my visual concept is based on the work of Dave Snowden , who looks at KM from a more anthropological, human behaviour perspective…a lot of his work deals with the notion of “context”, and I guess this is coupled with “intrinsic”

I’m also impressed that he alludes to, in the executive summary, that this white paper is not a recipe for other organisations, every organisation has a different culture and context, yet it can be handy to get some takeaways that relate to your situation, or that you can remix to your context…and lessons learned are always handy (context does matter here, but not as much as the potential disaster of following a best practice religiously). The Need I say more…our implementation is under KM, which I feel is OK, as the KM team has always been about sense-making. "Our