KM From the Trenches
Today’s panelists are co-authors of
Knowledge Management Practice in Organizations: The View from
Inside
Published by IGI Global in 2014:
http://bit.ly/KMPractice
Ch. 2 – Knowledge Culture

Intended to encourage knowledge workers and leaders to look at
CULTURE rather than systems/tools
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Describes the powerful role of organizational culture in supporting
KM (or not)
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Provides illustrations of the failure of knowledge to reach the right
decision makers
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Outlines characteristics of the perfect knowledge culture
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Full text available at destricker.com
Ch. 3 – Planning for KM: Conducting
the Knowledge Assessment
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Describes how to conduct a knowledge assessment in your
organization
Answers the following questions:
◦ How do you know it is time for a knowledge assessment?
◦ What benefits can you expect?
◦ How can you secure management support?
◦ Can we do this ourselves or should we bring in some help?
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Full text available at shamelinfo.com
Ch. 4 – Communities in the
Workplace
Discussion of communities inside the organization (a.k.a
“communities of practice”)
 Examines activities of communities and how to improve
their benefits
 Future trends
 Full text available at
http://bit.ly/Crosby-KMchapters

Ch. 5 – Getting Started with Social
Media for Knowledge Management
An introduction to social media tools and platforms
inside the organization
 Looks at long-term use of these tools for KM use
 Addresses issues such as Records Management &
culture change
 Deep dive into getting started
 Full text available at
http://bit.ly/Crosby-KMchapters

Ch. 7 – The Learning Organization

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Describes the behaviors of a learning organization
Makes connections between the learning organization
and knowledge-sharing culture
Illustrates what can happen when an organization does
not learn from itself
Questions
Why do organizations undertake
KM initiatives?

Provoking/presenting symptom
◦ Does the organization want to just “treat the
symptoms”?
◦ What are the underlying causes of the problem?

What are some typical symptoms?
Why do KM projects fail?

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There are often practical problems that lead to the
failure of KM projects
What strategies and tactics often cause KM project
failure?
If a KM project has failed in the past, is the organization
poisoned against KM forever?
Getting your organization to take
on a KM initiative

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Need selling
Address cultural issues
Get buy-in from leaders/management
Build the case
Justify the expense
KM is a philosophy

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You can’t sell a philosophy
You can’t fix all of the problems
You can do something that will make a
difference
Practical Takeaways
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Form an advisory board
Do a pilot project
Look for additional pain points
Go after what is already irritating
Do something to deliver relief / value
Knowledge Management
Practice in Organizations: The
View from Inside
Other individual chapters available at publisher site:
http://bit.ly/KMPractice
Contact us

Ulla de Stricker
◦ [email protected]

Cindy Shamel
◦ [email protected]

Connie Crosby
◦ [email protected]

Deborah Keller
◦ [email protected]