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  • 1. Personal Knowledge Management What’s Your Value? Academic Department, February 2009
  • 2. Your value is about
    • your skills
    • your knowledge
    • your abilities
    • your experience
    • your attitude
    • What are they?
    • How do you use them to your advantage?
  • 3. Personal capital
    • The measure of your value,
    • coupled with the (perhaps uncomfortable notion) that you should take responsibility for what you are worth , and not just leave it to your employer to tell you.
  • 4. Take control of …
    • how you manage your individual knowledge to get the best from your ‘personal capital’
  • 5. Knowledge Management
    • Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge in ways that improve its survival and success
    • Linda F. Crafts (June 3, 2004)
  • 6. Knowledge Management
    • The process of creating value from an organization’s intangible assets
  • 7. Knowledge Management in the Organization
    • Easy if people choose to
      • acquire
      • share
      • socialize
    • WARNING: An organization can’t manage a person’s knowledge if they haven’t decided to own it and do something with it.”
  • 8.
    • “ Most of the problems I face when coaching, teaching or training are people who abdicate their responsibility for choice. There is no point to personal knowledge management if people do not choose to grow themselves.”
    • Cohen
  • 9. Changing Paradigm
    • OLD
    • Knowledge is power
    • How fast and how much can you learn?
    • NEW
    • Sharing Knowledge is power
    • How fast can you un-learn and re-learn?
  • 10. KM Processes Dave Pollard KMWorld & Intranets 2005 Knowledge Sharing : … distributing knowledge to where it is needed in the organization Communication: Intranets, face-to-face, Teams, Networks, etc. Communities of Practice: People bound by their interests and expertise
  • 11. Organizational Memory
    • Retain intellectual capital
      • Keep good people
      • Transfer knowledge from one person to the next
      • Transfer human capital to structural capital
    • Organizations also need to “unlearn”
      • Cast off routines and patterns of behavior that are no longer appropriate
    The Retrospective… Dave Pollard KMWorld & Intranets 2005
  • 12. Some examples of unlearning
    • Unlearn what your target market is (because it just changed)
    • Unlearn the way you advertise and market (because your market just got a lot smarter)
    • Unlearn the way you teach (because learners need to unlearn and learn simultaneously)
    • Unlearn the technology you use (because it's being replaced with something new tomorrow)
    • Unlearn the methodology you use (because people learn differently)
    • Unlearn the words you use to describe your business
    • Unlearn your login password (since the system forces you to change it every 60 days)
  • 13. Knowledge Sharing Tools …
    • Our Website
    • Documents
    • Academic Blog
    • Inst. Management Blog
  • 14. References:
    • Mick Cope WizOz at http://www.wizoz.co.uk/
    • Corporate Training & e- Learning Blog
    • InsideKnowledge at http://www.ikmagazine.com/
    • www.alianza.edu.uy