Sharing hidden know-how how managers solve thorny problems with the knowledge jam
To manage business operations - let alone innovate - amid frequent restructurings, outsourcings and retirements, leaders must quickly capitalize on hidden know-how (knowledge). That is, know-how that lives inside their organizations or networks - in the teams, processes and experts that comprise the...
| Otros Autores: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
San Francisco, California :
Jossey-Bass
2011.
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| Edición: | 1st ed |
| Colección: | J-B US non-Franchise Leadership
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628302206719 |
Tabla de Contenidos:
- Cover; Praise for Sharing Hidden Know-How; Title page; Copyright page; FOREWORD; INTRODUCTION; CHAPTER 1 KNOWLEDGE JAM RATIONALE: SOLVING THORNY PROBLEMS; WHAT'S NOT WORKING?; BLIND SPOTS; MISMATCHES; KNOWLEDGE JAILS; CHAPTER 2 KNOWLEDGE JAM BASICS; STEP 1: SELECT; STEP 2: PLAN; STEP 3: DISCOVER/CAPTURE; STEP 4: BROKER; STEP 5: REUSE; CHAPTER 3 DISCIPLINE 1: FACILITATION; THE FACILITATOR'S MANDATE; 1. FACILITATING THE SELECT STEP; 2. FACILITATING THE PLAN STEP; 3. FACILITATING THE DISCOVER/CAPTURE STEP; 4. FACILITATING THE BROKER STEP; 5. FACILITATING THE REUSE STEP
- CHAPTER 4 DISCIPLINE 2: CONVERSATIONPOSTURE OF OPENNESS; PURSUIT OF DIVERSITY; PRACTICES OF DIALOGUE; CHAPTER 5 DISCIPLINE 3: TRANSLATION; BROKERS' MOTIVATORS; BROKERING BASICS; CHAPTER 6 BESPECKLED, MARRIED, AND EMANCIPATED; BOUNDARY-SPANNING; SURFACING USABLE INSIGHT; PUTTING KNOWLEDGE TO WORK; CHAPTER 7 KNOWLEDGE JAM HERITAGE: PREQUEL TO THE THREE DISCIPLINES; INTELLIGENCE ACQUISITION; ORGANIZATIONAL LEARNING; COLLABORATION TECHNOLOGY; CHAPTER 8 COMPARING KNOWLEDGE JAM TO OTHER KNOWLEDGE-CAPTURE METHODS; A FACILITATION-CONVERSATION- TRANSLATION SCALE
- CHAPTER 9 BUILDING A KNOWLEDGE JAM PRACTICEBUILDING A BUSINESS CASE AND SELLING KNOWLEDGE JAM; CULTIVATING KNOWLEDGE JAM FACILITATORS; MEASURING AND PROMOTING SUCCESS; CHAPTER 10 KNOWLEDGE JAM FOR LEADING CHANGE AND LEVERAGING SOCIAL MEDIA; USING KNOWLEDGE JAM FOR LEADING CHANGE; KNOWLEDGE JAM FOR BUSINESS TRANSFORMATION AND SOCIAL MEDIA; CHAPTER 11 AN INVITATION; WHY KNOWLEDGE JAM (AND OTHER FORMS OF KNOWLEDGE ELICITATION) WILL TAKE OFF; YOU HAVE YOUR TOOLKIT; MORE THAN A BUSINESS TOOL; APPENDIX A KNOWLEDGE TYPES; TOPIC SCENARIOS (FROM THE FACILITATION CHAPTER); TYPES OF KNOWLEDGE
- APPENDIX B KNOWLEDGE JAM TEMPLATESAPPENDIX C GLOSSARY OF TERMS; APPENDIX D CASE STUDIES; CASE STUDY: INSTITUTE FOR HEALTHCARE IMPROVEMENT (HEALTHCARE QUALITY IMPROVEMENT NON-PROFIT); CASE STUDY: FOREST BIOPRODUCTS RESEARCH INITIATIVE (NEW ENERGY INSTITUTE); APPENDIX E KNOWLEDGE JAM PRACTICE FAQS; WHAT IS BETTER: AN OUTSIDE OR INSIDE FACILITATOR?; CAN A BROKER BE AN ORIGINATOR?; SHOULD I AUDIO-RECORD A KNOWLEDGE JAM?; WHAT IF YOU CAN'T JAM IN REAL TIME? (THE WIKI ALTERNATIVE); WHERE DOES KNOWLEDGE JAM FIT IN A KM PROGRAM? DOES IT HAVE TO?
- HOW CAN KNOWLEDGE JAM JUMP-START AN ENTERPRISE 2.0 (SOCIAL MEDIA) INITIATIVE?ACKNOWLEDGMENTS; THE AUTHOR; Index
