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"Knowledge can only be volunteered it cannot be conscripted. You can't make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can't determine if a senior partner has truly passed on all their experience or knowledge of a case. We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of failure has greater evolutionary advantage than imitatio

Nowadays organizations have realized the importance of knowledge and knowledge management.  The organizations know that machines, equipments, and building cannot count as the most important properties of the organization. It is clear that the most important property of every organization is organizational knowledge and correct management of it will cause core competencies for the organization and also victory against the competitors. Of course knowledge and knowledge management both are important for an organization, but are all knowledge management efforts in the organizations successful? If knowledge management efforts fail in an organization, what are the main failure factors of this phenomenon? This paper attempts to answer this question by analyzing a failed case study in implementing a knowledge management system .

"Going green" has become a topic of increased attention lately, but it's nothing new to knowledge management. By its nature, knowledge management promotes efficiency and optimal use of resources, which often reduces the amount of energy required to achieve a given goal. What has changed is the heightened awareness of those benefits. That awareness is creating new interest in KM solutions that can improve business performance while reducing environmental effects. Knowledge management also plays a role in the software tools that help companies improve their energy management, embedding expertise in algorithms to optimize use of office equipment and energy in buildings.

The knowledge map is a canvas, it is a way to model how knowledge is spread inside an organization and how it is used. The canvas is composed by 12 blocks. The right side describes the available knowledge, the left side describes the needed knowledge.

Knowledge Harvesting . Free magazine reprint (no need to register) The need for knowledge retention and harvesting is a global issue. All around the world, wise and knowledgeable people are retiring or leaving, and their knowledge, often crucial to the success of the organisation, is leaving with them. This knowledge need not be lost.

Last year, we undertook a massive overhaul of the technology and approach we use for knowledge management, moving from a centrally managed, linear, taxonomy- and repository-based system to one that leverages the best of Web 2.0, including social software, user participation, and key market-driven concepts like sponsored links. We see this as a shift from "knowledge management" to "knowledge sharing."

Nancy Dixon focuses on the people side of knowledge management. Our most effective knowledge sharing tool is conversation. The words we choose, the questions we ask, and the metaphors we use to explain ourselves, are what determine our success in creating new knowledge, as well as sharing that knowledge with each other.

The theme for the forthcoming KIN Workshop (1st December 2015) is "Knowledge in Action". Hopefully a title that will resonate with anyone who practices knowledge management, since it reminds us that knowledge without some form of action is worthless

In this paper, we survey a number of different knowledge management strategies and a range of driving forces for knowledge management activities. We synthesise these using an extended version of an existing "KM spectrum"; apply a knowledge engineering approach to provide further guidance for the KM spectrum; and then describe a simple classification approach that links the driving forces to KM strategies, using a number of published heuristics. Finally, a case study is presented in which we apply our approach and discuss its usefulness.

Knowledge Management Consultant, Chris Collison defines knowledge management, and explains the breadth of tools and techniques which underpin this discipline.

Harrah's, the casino entertainment company, is beginning to explore how to create commercially useful knowledge by applying a much-hyped knowledge management tool-prediction markets-in a very new contex

" 'Knowledge creation trumps knowledge transfer' 'Diversity trumps ability' 'Diversity across firms trumps diversity within companies' These are some of the themes explored in this interesting article on how the Las Vegas casino Hurrahs is tapping into the power of prediction markets specifically to innovate. Thanks to Jenny Ambrozek for pointing this article out."

Probably not new to the Km "old timers", but if you haven't come across the SECI model that was developed by Ikujiro Nonaka and Hirotaka Takeuchi in 1996, then worth a read. devised the SECI model in 1996. Often referred to as the "knowledge spiral," SECI stands for Socialization, Externalization, Combination and Internalization, and is heavily featured in the KM Institute's "Knowledge Manager Certification" programme.

A series of video tutorials explaining different practical knowledge management techniques for conducting a Knowledge Audit.

APQC's Knowledge Management (KM) Capability Assessment Tool is a diagnostic that lets KM practitioners measure every aspect of their KM programs, from strategy and business case development to specific processes and technologies, and find out how they stack up against the competition. This white paper describes the assessment tool, the 12 categories in which participating organizations are measured, and how knowledge managers can leverage the assessment results to improve their strategic decision making.

New Scientist article on 'Knowledge Engines'. Provides further confusion between definitions of information and knowledge. Wolfram Alpha revealed as Apple's SIRI answer engine. 

Learning to perform a job by watching others and copying their actions is not a great technique for corporate knowledge transfer. Christopher G. Myers suggests a better approach: Coactive vicarious learning.

Scotland's source of knowledge for health and care.

"Thought provoking atricle in summary: "Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing. Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating learning processes.""

Calculates your untapped knowledge value - also not to be taken seriously other than as a good bit of viral marketing!

there is a tangible cost to companies when knowledge and experience walk out the door. Once that knowledge and experience are gone, no amount of TARP money will bring them back. It may be too late for some companies to prevent this now, but putting measures in place will lessen the blow in future