tag:blogger.com,1999:blog-2920409504448605772.post2908635466588633784..comments2023-10-25T03:24:30.049-07:00Comments on Knowledgeworks: Don't Share -BuildVictor Newmanhttp://www.blogger.com/profile/04701515218080403651noreply@blogger.comBlogger4125tag:blogger.com,1999:blog-2920409504448605772.post-6262473192626020812012-07-13T06:37:25.141-07:002012-07-13T06:37:25.141-07:00I love the explicit expression of what is knowledg...I love the explicit expression of what is knowledge and the value in building it rather than sharing it. However, if it is built and not shared, it may not practically have the value it was designed to have as well.Anonymoushttps://www.blogger.com/profile/02328565851856059435noreply@blogger.comtag:blogger.com,1999:blog-2920409504448605772.post-8552655095574573282009-07-01T00:31:05.510-07:002009-07-01T00:31:05.510-07:00Following on from "create crises"
Nobo...Following on from "create crises"<br /><br /><br />Nobody will want to reuse (or even build on) knowledge from others, if they think they already know what to do. <br /><br />The best way to promote learning and reapplicaton of knowledge is to give people challenges they don't know how to meet. Then they will look for knowledge of how to meet them.<br /><br />Browne did this in BP - he expected every project to deliver bette than the previous project (often radically better), and his budget allocations reflected this. He forced continuous improvement, and the only way to continuously improve was to continuously learn. <br /><br />For the project manager, these "stretch goals" were crises ("How the h*** does he expect me to cut the budget by 20%). For the company, they were drivers of innovation, knowledge management and continuous improvement.Nick Miltonhttps://www.blogger.com/profile/02413967879826601863noreply@blogger.comtag:blogger.com,1999:blog-2920409504448605772.post-15524753350452232592008-07-21T08:20:00.000-07:002008-07-21T08:20:00.000-07:00I especially like implication #3: create crises. ...I especially like implication #3: create crises. Though the last thing anyone really wants to do is create a bad situation, the fact is that you can only really assess how "good" your knowledge is, and how well knowledge sharing really works, when the results really matter.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-2920409504448605772.post-28843945304100638622008-07-12T11:38:00.000-07:002008-07-12T11:38:00.000-07:00I love this.I had to stop and work out the 2x2 mat...I love this.<BR/>I had to stop and work out the 2x2 matrix on my notepad, to see where to place myself in the role of an outside person bringing "knowledge" into an organization.<BR/>I love even more the ideas about how to allow people to work their knowledge into your "solutions."<BR/>David Gurteen sent me to your blog and I'm glad he did!jenjarratthttps://www.blogger.com/profile/11357966527343083080noreply@blogger.com