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Much of today's organizational knowledge still exists outside of formal information repositories and often only in people's heads. While organizations are eager to capture this knowledge, existing acquisition methods are not up to the task. Neither traditional artificial intelligence based approaches nor more recent, less-structured knowledge management techniques have overcome the knowledge acquisition challenges. This article investigates knowledge acquisition bottlenecks and proposes the use of collaborative, conversational knowledge management to remove them. The article demonstrates the opportunity for more effective knowledge acquisition through the application of the principles of Bazaar style, open-source development. The article introduces wikis as software that enables this type of knowledge acquisition. It empirically analyzes the Wikipedia to produce evidence for the feasibility and effectiveness of the proposed approach.

K-Log guru and advocate John Robb presents the benefits of K-Logs as:1) Answers. K-Logs make it easy for people to find answers to problems they need to solve. A simple search of K-Log archives will quickly find an answer if available.2) Experts. Because K-Logs organize knowledge and information byindividual, it is easy to find people with the expertise you need. They can be found via search, cross linking from other K-Loggers, or community tools.3) Organized archive. K-Logs provide a permanent archive of all posted knowledge. Employees may come and go, but their knowledge remains.He sells the economic benefit of K-Logs as:1) Shorter time to find. Giving you faster, more accurate responses to customer inquiries, etc. 2) More accurate decision making. Use of experts, revealed by K-Logs, will improve the quality of corporate decision making. Improved knowledge transfer will expose wasteful projects and inaccurate assumptions. It will also unlock hidden knowledge resources within the company.3) Faster training for new employees. New employees can quickly find the information, context, and insight they need to become productive quickly. A new team member can synch up quickly with an ongoing project by reading the team's K-Logs.4) Simplified management and improved corporate control. The elimination of what is that person doing (?) or how is that project progressing (?) questions that plague managers.

This project task represents the 'think tank'of the European KM Forum as it defines on one hand the project's direction form the very beginning and on the other hand develops strategic visions for KM in Europe. Baseline for all this is the European Council's objective for Europe to become the most competitive and dynamic knowledge - based economy in the world by 2002.The document presents five scenarios for future work in the knowledge economy that have been developed on the basis of a formal scenario planning technique. The scenarios are used as a means for identifying directions for future research in KM in Europe. This work is still in progress and thus no conclusions of direct recommendations for future research are given here yet. However, the knowledge economy scenarios provide stimulating means for baseline of discussion and moreover describe diverse potential future European KM environments.The first document contains an extract from deliverable D1.2 of the IST project European KM Forum - European Knowledge Management Forum. The second is the full version.

Do you know the age profile of your staff and their retirement plans? Can you identify those staff members whose knowledge would be most keenly lost by your organisation should they leave? Who’s responsibility is the retention of knowledge? David DeLong’s book begins with a discussion of current developments and provides examples of the types of impact experienced by companies when senior employees retire. DeLong’s studies appear solely within the USA, but nevertheless they offer examples that are deeply worrying should they be replicated elsewhere.

The scenarios referred to in this workshop transcript can be found at: http://www.knowledgeboard.com/item/53115Helen Baxter Welcome to the KnowledgeBoard online workshop. Today we are talking about Scenarios for the Knowledge Economy with our guest speaker Jeroen Kemp of the EKMF. Jeroen is senior researcher and consultant at the competence centre R&D management of the German Fraunhofer Institute for Industrial Engineering and is one of the founders and co-ordinators of the European Knowledge Management Forum.

Jeroen Kemp Lauri, the way we see it is: single trends, integrated scenarios, visions, implications, ACT & PREPARE...

K Log noun. See: Knowledge Log. Also: Klog, K-Blog. K-logs are usually internal blogs (i.e. on an intranet and not visible to the general public) and are used as highly effective knowledge management systems and/or internal company communication systems (such as project blogs, for example).

"Individuals are forced to consider more information and opportunities than they can effectively process. This information overload is made worse by ‘data smog’, the proliferation of low quality information allowed by easy publication. It leads to anxiety, stress, alienation, and potentially dangerous errors of judgment." Complexity and Information Overload in Society: why increasing efficiency leads to decreasing control by Francis Heylighen. Even when we’ll have much better summarizing and other meaning-making tools than we have today, no amount of technology will give us peace of mind when we will need it most - in the midst of rapid technological changes which affect how we live, work, learn, and play. To rightfully trust our capacity to learn as fast as necessitated by the pace of changes which affect us--individuals, communities and organizations--, we need to learn how to learn faster together. Recommendations and pointers to resources, emailed by friends and colleagues in our social and knowledge networks, are some of the signposts that many professionals and managers use for navigating in today’s fast-moving landscapes. If none of us is as smart as all of us, then creating shared resources, shared social and knowledge capital, is one of the smartest things we can do. The intent and core idea of Collaboration Campus™ is to provide a space for mastering the arts of collaborative learning, and building valuable social capital just by participating in the life of the campus community.

Welcome to KnowledgeBoard We are a self-moderating global community thinking and collaborating on subjects around (but not limited to) Knowledge Management and Innovation in the worlds of business and academia.

Lifelong learning is the concept that "It's never too soon or too late for learning", a philosophy that has taken root in a whole host of different organizations. Lifelong learning is attitudinal; that one can and should be open to new ideas, decisions, skills or behaviors. Lifelong learning throws the axiom "You can't teach an old dog new tricks" out the door. Lifelong learning sees citizens provided with learning opportunities at all ages and in numerous contexts: at work, at home and through leisure activities, not just through formal channels such as school and higher education. Lifelong education is a form of pedagogy often accomplished through distance learning or e-learning, continuing education, homeschooling or correspondence courses. It also includes postgraduate programs for those who want to improve their qualification, bring their skills up to date or retrain for a new line of work. Internal corporate training has similar goals, with the concept of lifelong learning used by organisations to promote a more dynamic employee base, better able to react in an agile manner to a rapidly changing climate. In later life, especially in retirement, continued learning takes diverse forms, crossing traditional academic bounds and including recreational activities. One of the reasons why lifelong education has become so important is the acceleration of scientific and technological progress. Despite the increased duration of primary, secondary and university education (14-18 years depending on the country), the knowledge and skills acquired there are usually not sufficient for a professional career spanning three or four decades. Contents