People-focused knowledge management

Document Outline

• People-focused knowledge management
  • Cover
• Contents
• Acknowledgments,
• Preface,
• Foreword,
• Chapter 1 Competing in the Global Economy Requires Effective Enterprises
  • Premise 1-1: The Global Economy Demands Excellence,
  • The Competitive Enterprise Example,
  • The Global Economy Challenge,
  • The World Requires Us to Change,
    • Knowledge-Intensive Work,
      • The Misunderstanding of Knowledge-Intensive Work,
      • Knowledge Intensity,
    • Work Is Becoming Increasingly Complex and Valuable,
      • Complex Work Creates Greater Value,
    • The Six Major Challenges,
    • Four Management Initiatives,
  • Enterprise Effectiveness Requires Good Intellectual Capital Assets,
    • Examples of Structural Intellectual Capital,
    • The Role of Knowledge Workers,
• Chapter 2 The Effective Enterprise
  • Premise 2-1: Individual Actions Lead to Overall Enterprise Performance,
  • Premise 2-2: Effective Enterprise Behavior Leads to Success,
  • The Proactive and Decisive Company Example,
    • Management Philosophy,
    • Management Choices,
    • Knowledge-Related Practices and Actions,
    • Resulting Behavioral and Cultural Traits,
    • The Company's Business Results,
  • What Does It Mean That an Enterprise Is Effective?,
    • Good Enterprise Performance Results from Effective Personal Actions,
    • Effective Enterprises Rely on Broad and Deep Knowledge,
    • What Is Successful Enterprise Performance?,
    • External and Internal Enterprise Effectiveness,
    • Success and Knowledge-Intensive Work,
    • The Importance of Information Technology,
  • Productivity Is Not Always What We Expect!,
    • Different Kinds of Productivity,
    • Value Creation and Productivity,
  • A Systemic Model of Enterprise Performance,
    • Changing Enterprise Performance Takes Time,
  • Characteristics of the Effective Enterprise,
    • Six Success Factors for the Effective Enterprise,
    • Six Behaviors of the Effective Enterprise,
  • Successful Performance Is Durable,
    • Performance Is a Function of Many Factors Acting Simultaneously,
  • The Intellectual Asset Management Mentality,
    • Building and Exploiting Intellectual Capital Assets Are Important,
    • People Adopt New Mindsets!,
• Chapter 3 Actions Are Initiated by Knowledgeable People: People Make Decisions and Act Using Different Kinds of Mental Functions
  • Premise 3-1: The Machinery of the Brain Metaphor Is a Useful Beginning,
  • Premise 3-2: The Mind-As-Machine Metaphor Does Not Cover Everything,
  • The Personal Reasoning Example,
  • Have We Misunderstood How People Think, Make Decisions, and Act?,
    • Thinking, Reasoning, and Knowledge,
  • Associations and Biases Govern Our Actions,
  • Information Is Not Knowledge!,
    • The Purpose of Knowledge Is Action; the Purpose of Information Is Description,
      • On Information, Knowledge, and Discontinuity,
    • Good Reasoning Matches Knowledge and Information,
    • Knowledgeable and Informed Decisions Deliver Performance,
    • Goal-Directed Reasoning Relies on Goals, Information, and Knowledge,
  • Personal Knowledge Is Built from Mental Models,
    • On Mental Models,
    • Many Mental Models Are Based on Metaknowledge,
      • The Importance of Metacognition,
      • The Importance of Implicit Learning,
      • The Personal and Enterprise Knowledge Evolution Cycle,
  • The Needs to Increase People's Knowledge,
    • Knowledge Required to Act Effectively,
      • Examples of Approaches to Develop Mental Models in People,
• Chapter 4 Mental and Structural Reference Models
  • Premise 4-1: People Imitate Prior Behaviors,
  • Premise 4-2: Organizations Re-enact Past Practices,
  • The Personal Memory Example,
  • Mental Model Preview,
  • Personal Reference Models,
  • Reference Models Are Stories!,
  • Why Are Stories Important?,
    • It Is Always Hard to Grasp the Whole Coherently,
    • Stories Are Unsurpassed for Effective Communication,
    • We Rely on Stories to Tackle New Problems,
    • Stories Help Us Learn Better,
    • Stories and Mental Simulations,
  • Organizational Reference Models,
    • Leaders Create Powerful Reference Models,
• Chapter 5 A Knowledge Model for Personal Situation-Handling
  • Premise 5-1: Situation-Handling Requires Action,
  • Premise 5-2: Good Situation-Handling Is the Result of Effective Actions,
  • Personal Situation-Handling: A Customer Service Example,
  • Introduction to Personal Situation-Handling,
    • The General Context,
  • The Knowledge-Based Situation-Handling Model,
    • The Customer Service Example Revisited,
  • The Four Situation-Handling Tasks,
    • Sensemaking and Situational Awareness,
      • Sensemaking,
      • Situational Awareness,
    • Decision-Making/Problem-Solving and Action Space and Innovation Capability,
      • Decision-Making,
      • Single-Stage and Multistage Decision-Making,
      • Mental Simulations,
      • Problem-Solving,
      • Action Space,
      • Innovation Capability,
    • Implementation and Execution Capability,
      • Implementation,
      • Execution Capability,
    • Monitoring and Governance Competence and Perspectives,
      • Monitoring,
      • Governance Competence and Perspectives,
  • The Expert and the Novice: When Situations Are Not as First Believed,
  • Story-Based Models Provide Situation-Handling Knowledge,
    • Topic Domain Knowledge,
      • The Mental Reference Models in Situation-Handling,
      • Understanding Adjacent Operations,
    • The Relevance of General and World Knowledge,
• Chapter 6 Enterprise Situation-Handling
  • Premise: Individual Situation-Handling Actions Lead to Consolidated Enterprise Behavior,
  • The Enterprise Situation-Handling Example,
    • The Situation,
    • Information Gathering,
    • Sensemaking,
    • Understanding the Situation,
    • Decision-Making/Problem-Solving and Action-Selection,
    • General Aspects,
  • Introduction to Enterprise Situation-Handling,
  • The Four Enterprise Situation-Handling Tasks,
    • Sensemaking and Its Situational Awareness,
      • Sensemaking in the Enterprise,
      • Enterprise Situational Awareness,
    • Decision-Making/Problem-Solving and Action Space and Innovation Capability,
      • Enterprise Decision-Making,
      • Enterprise Problem-Solving,
      • Enterprise Action Spaces,
      • Enterprise Innovation Capabilities,
    • Implementation and Its Execution Capability,
      • Implementation in the Enterprise,
      • Enterprise Execution Capability,
    • Monitoring and Governance Competence and Perspectives,
      • Monitoring in the Enterprise,
      • Enterprise Governance Competence and Perspectives,
  • Enterprise Situation-Handling Has Many Levels,
  • The Importance of the Situation-Handling Model,
    • Enterprise Situation-Handling Model Insights,
    • Why Should We Be Concerned with Details?,
  • Appendix: Action Program Details of the Enterprise Situation-Handling Example,
• Chapter 7 People-Focused Knowledge Management in Daily Operations
  • Premise 7-1: Knowledge Drives Enterprise Performance,
  • Premise 7-2: Knowledge Must Be Managed,
  • Premise 7-3: Effective Knowledge Management Must Be People-Focused,
  • Premise 7-4: Six Factors Determine Personal Knowledge-Related Effectiveness,
  • The Vigilant Knowledge Company Example,
  • New Generation Knowledge Management,
    • New Generation Knowledge Management Is Different,
    • New Opportunities Require New Efforts and Directions,
      • Perspectives on New Generation Knowledge Management,
    • Deliberate and Systematic Knowledge Management,
      • New Generation Knowledge Management Foci,
    • People Focus,
    • Enterprise Focus,
    • Technology Focus,
      • The Bar Has Been Raised -NGKM Implications,
    • Starting the Knowledge Management Practice,
      • Problems with Conventional Knowledge Management,
    • New Generation Knowledge Management Challenges,
  • Knowledge-Focused Mentality and Corporate Culture,
    • The Enterprise Culture,
    • Four Key Knowledge Management Thrusts,
    • The Power of Role Models, Examples, and Practices,
  • Making Everybody Understand,
    • Understanding the Enterprise Direction and Context,
    • The Service Paradigm,
  • Knowledge-Related Effectiveness and Efficiency,
    • Knowledge Effectiveness and Efficiency,
      • Knowledge Effectiveness,
      • Knowledge Efficiency,
    • Knowledge Management Effectiveness and Efficiency,
      • Knowledge Management Effectiveness,
      • Knowledge Management Efficiency,
• Chapter 8 People-Focused Knowledge Management Expectations
  • Premise: People-Focused Knowledge Management Supports Global Excellence,
  • The Global Leader Example,
  • What Future Knowledge Management Business Users May Expect,
    • The Business Environment Is Under Pressure,
    • Success Relies on Knowledgeable Behavior,
    • Expected Knowledge Management Developments,
    • The Changing Workplace,
      • Knowledge Will Be Bought and Sold,
      • Societal Side-Effects,
      • We Are Far From Finished!,
  • New Enterprises and Integrative Management,
    • Objectives of Integrative Management,
    • In Complex Businesses, Better Practices Are Required,
    • Intellectual Work Is Indeed Complex,
  • How Do We Implement Integrative Management?,
  • Final Thoughts,
    • Our Present Direction,
    • The Societal Conundrum -What Shall We Do?,
• Appendix A Examples of Knowledge Management Analysis Approaches
  • Knowledge Vigilance Survey Approaches,
  • Knowledge Surveys and Knowledge Audits,
  • Knowledge Assets Mapping -Intellectual Capital Inventorying,
  • Knowledge Landscape Mapping,
  • Knowledge Mapping (K-MAPs),
  • Competitive Knowledge Analysis,
  • Knowledge Flowcharting and Analysis (KFA),
  • Knowledge Diagnostics,
  • Critical Knowledge Function Analysis (CKFA),
  • Knowledge (Management) Benefit Assessment (KBA),
  • Information Technology-Based KM Tools,
• Appendix B Examples of Knowledge Management Practices and Initiatives
  • General Business Focus,
  • Intellectual Asset Management Focus,
  • Innovation and Knowledge Building Focus,
  • Knowledge Sharing and Information Transfer Focus,
  • Information Technology-Based Knowledge Capture and Delivery Focus,
  • 20 Knowledge Management Initiatives and Practices,
• Appendix C Memory and Knowledge Categorizations
  • Human Memory Organization,
    • Working Memory,
    • Medium-Term Buffer Memory,
    • Long-Term Memory,
      • Procedural Memory,
      • Conceptual Memory,
      • Episodic Memory,
      • Semantic Memory,
      • Lexical Memory,
      • Encyclopedic Memory,
      • Priming Memory,
  • Abstract Knowledge Objects,
    • Routines, Operational Models, Scripts, Schemata, General Principles, and Metaknowledge,
      • Routines,
      • Operational Models,
      • Scripts,
      • Schemata,
      • General Principles,
      • Metaknowledge and Metacognition,
      • Metacognition,
• Glossary,
• References,
• Index,
• Team DDU