People-focused knowledge management

See also New generation
knowledge management
(NGKM)
premises, 213–214
vigilant company example,
214–216
Knowledge management support
systems (KMSSs), 16
Knowledge mapping, 286–287
Knowledge workers, role of, 23–24
Leadership
effective enterprises and, 44–45
mental reference models created
by, 115–116
need for, 19
Learning
accelerated, 225–226
e-, 97
enhanced with stories, 110–111
on the job, 97
organization, 300–301
Lepore, Dawn, 16
Lessons-learned-systems (LLS), 302
Lev, Baruch, 237
Lotus, 266
Macroproductivity, 38
Malden Mills, 254
Management
choices, 27–28
effectiveness, 246
efficiency, 246
initiatives, 17–19
integrative, 269–276
mindset and effective enterprises,
59–62
objectives, 240, 270–272
philosophy, 27, 46, 48, 226
preparing and educating,
272–274
Management expectations, people-
focused
global example, 248–252
globalization and expectations,
252–269
premise, 248
Material productivity, 38
Mechanisms, 40, 42
Memory
conceptual, 319
encyclopedic, 321–322
episodic, 320
human, 312–322
lexical, 321
long-term, 312, 318–322
medium-term/buffer, 312,
317–318
priming, 322
procedural, 319
semantic, 320
working/short-term, 314–317
Mental functions
associations and biases, 72–73
capacity restraints, 68
misunderstandings of, 66–68
personal reasoning example,
64–65
reasons for understanding, 65
thinking and reasoning, 69–72
Mental models, 83–93
based on metaknowledge, 86–87
implicit learning, 89
levels of, 83, 103
metacognition, 86–89
methods for developing, 96–98
personal memory example,
100–101
real versus imaginary, 85–86
Mental reference models
leaders and, 115–116
levels of, 103
organizational, 114–116
personal reference models,
102–105
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Index
premises, 100
preview, 102
situation handling and, 150–152
stories, 105–113
Mental simulations
decision making and, 135
stories and, 111–113
Metacognition, 86–89, 327
Metaknowledge, 232–233,
326–327
mental models based on, 86–87
Metastrategic knowing, 86
Metatask knowing, 86
Microproductivity, 38
Mind-as-machine metaphor, 63–64
Mindset
effective enterprises
management’s, 59–62
NGKM, 237–241
Monitoring
enterprise situation handling
and, 192–198
personal situation handling and,
123, 144, 146–147
Motivation, effective enterprises
and, 46, 49, 226, 233
Multistage decision-making,
132–134
Nanoproductivity, 38
Natural language processing (NLP),
260
Natural language understanding
(NLU), 260, 302
Networking, 305
New generation knowledge
management (NGKM), 14, 216
challenges, 235–237
enterprise focus, 228–230
implications, 230–231
intellectual capital mentality,
220
mentality and corporate culture,
237–241
operating differences, 222
organization that use, 253–254
people focus, 227–228
perspectives on, 222–225
philosophy, 219–220
role of, 217–218
strategies and practices, 220
systemic, self-sustaining, and
self-renewing, 220
systems perspective, 220–221
technology focus, 230
vigilant applications, 221
why it is different, 218–221
Nokia, 254
On the job learning, 97
Operational benefit expectations,
examples of, 262–263
Operational models, 324
Operational perspectives, 223–225
Opportunities, 226, 233
Organizational reference models,
114–116
Passive knowledge, 74
People focus, NGKM and,
227–228
People-focused knowledge
management. See Knowledge
management, people-focused
People-focused knowledge
management expectations. See
Management expectations,
people-focused
Performance
changes, making, 42
definition of successful, 34–35
durable, 55–59
factors affecting, 58
informed and knowledgeable
decisions and, 80
intellectual capital and, 21
model, 40–43
productivity, 38
as a result of personal actions,
31–32
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363
stress and, 67
support systems (PSSs), 267, 
308
Permission, 226, 233
Personalization strategy, 256
Personal knowledge evolution
cycle, 89–93
Personal situation-handling. See
Situation-handling, personal
Perspectives, 123
Philosophy
effective enterprises and, 
44–45
management and, 27, 46, 48
Pragmatic decision-making and
factual knowledge, 90
Priming, 71
Problem-Solving
enterprise situation handling
and, 177–181
personal situation handling and,
123, 135–140, 150–151
Procedural metaknowledge, 87
Productivity
effective enterprises and, 37–40
types of, 38–39
value creation and, 39–40
Product and services, produce and
deliver, 243
Quality, effective enterprises and,
45
Reasoning, 69–72, 77, 80
case-based, 131
deductive-inductive-abductive,
104
goal-directed, 81–83
tacit versus explicit, 70
Recognition, of situations,
147–148, 150
Reference models. See Mental
models
Renewal, effective enterprises and,
45
Resources
conserving, 244
effective enterprises and, 45, 226
Role models