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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 them. Yet, many organizations are coming up short in this race. Knowledge sharing and transfer have been reduced to reports, e-mails and tweets replacing vital personal interaction. The lack of meaningful conversation coupled with intense fragmentation across organizations and networks has left leaders.

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  • "How managers solve thorny problems with the knowledge jam"

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  • ""One of the great management ideas of the last fifteen years has been to make use of the knowledge that an organization has already learned. This book's five-step process, which the author calls Knowledge Jam, shows how to set the direction, foster the correct tone, conduct a knowledge capture event, and integrate this knowledge into the organization. It also introduces conversation practices for participants to effectively co-create knowledge and discover context. Rich with case studies, how-to templates, and adaptations, this book is ideal for external consultants, internal facilitators and leaders"--Provided by publisher."
  • "Using knowledge that an organization already has is one of the great management ideas of the last fifteen years. Putting Knowledge to Work provides external consultants, internal facilitators, and leaders with a five-step process that will help them achieve their knowledge management goals. The five steps, Knowledge Jams, show how to set the direction, foster the correct tone, conduct knowledge capture event, and integrate this knowledge into the organization. In addition, the author introduces conversation practices for participants to effectively co-create knowledge and discover context."
  • "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 them. Yet, many organizations are coming up short in this race. Knowledge sharing and transfer have been reduced to reports, e-mails and tweets replacing vital personal interaction. The lack of meaningful conversation coupled with intense fragmentation across organizations and networks has left leaders."@en

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  • "Livres électroniques"
  • "Electronic books"@en
  • "Electronic books"

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  • "Sharing Hidden Know-How How Managers Solve Thorny Problems With the Knowledge Jam"
  • "Sharing hidden know-how how managers solve thorny problems with the knowledge jam"@en
  • "Sharing hidden know-how how managers solve thorny problems with the knowledge jam"
  • "Sharing hidden know-how : how managers solve thorny problems with the knowledge jam"
  • "Sharing hidden know-how : How managers solve thorny problems with the knowledge jam"

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