People-focused knowledge management : how effective decision making leads to corporate success

摘要: CONTENTS iii ACKNOWLEDGEMENTS ix PREAMBLE xi FOREWORD xiii CHAPTER 1 - COMPETING IN THE GLOBAL ECONOMY REQUIRES EFFECTIVE ENTERPRISES Premise 1-1: The Global Economy Demands Excellence Competitive Enterprise Example Challenge World Requires Us to Change KNOWLEDGE INTENSIVE WORK Misunderstanding of Knowledge-intensive Work Knowledge-Intensity IS BECOMING INCREASINGLY COMPLEX Complex Creates Greater Value SIX MAJOR CHALLENGES FOUR MANAGEMENT INITIATIVES Effectiveness Good Intellectual Capital Assets EXAMPLES OF STRUCTURAL INTELLECTUAL CAPITAL ROLE WORKERS 2 ENTERPRISE 2-1: Individual Actions Lead Overall Performance 2-2: Effective Behavior Leads Success Proactive and Decisive Company Management Philosophy Choices Knowledge-Related Practices Resulting Behavioral Cultural Traits Company's Business Results What Does It Mean for the Be GOOD PERFORMANCE RESULTS FROM PERSONAL ACTIONS RELY ON BROAD AND DEEP WHAT SUCCESSFUL PERFORMANCE? EXTERNAL INTERNAL EFFECTIVENESS SUCCESS KNOWLEDGE-INTENSIVE IMPORTANCE INFORMATION TECHNOLOGY Productivity Is Not Always We Expect! DIFFERENT KINDS PRODUCTIVITY VALUE CREATION A Systemic Model CHANGING TAKES TIME Characteristics FACTORS FOR 1. Practice 2. Deliberate Systematic Knowledge 3. Other Resources 4. Motivation Personal Energy 5. Opportunities 6. Permission BEHAVIORS Ethical, Safe Approachable Effectiveness-Seeking Consistent Durable Employee Engagement Stakeholder Supportive Successful a Function Many Factors Acting Simultaneously Asset Mentality Building Exploiting Are Important People Adopt New Mindsets! 3 ARE INITIATED BY KNOWLEDGEABLE PEOPLE: PEOPLE MAKE DECISIONS ACT USING MENTAL FUNCTIONS 3-1: "Machinery Brain" Useful Beginning 3-2: Mind-as-Machine Metaphor Cover Everything Reasoning Have Misunderstood How Think, Make Decisions Act? THINKING, REASONING Associations Biases Govern Our Information Knowledge! On Information, Discontinuity MATCHES INFORMED DELIVER GOAL-DIRECTED RELIES GOALS, Built from Mental Models MODELS MANY BASED METAKNOWLEDGE Importance Metacognition Implicit Learning Evolution Cycle Needs Increase People's REQUIRED TO EFFECTIVELY Examples Approaches Develop in 4 REFERENCE 1: Imitate Prior 2: Organizations Reenact Past Memory Preview Reference Stories! Why Stories Important? IT ALWAYS HARD GRASP WHOLE COHERENTLY STORIES UNSURPASSED COMMUNICATION WE TACKLE NEW PROBLEMS HELP US LEARN BETTER SIMULATIONS Organizational LEADERS CREATE POWERFUL 5 MODEL SITUATION-HANDLING 5-1: Situation-Handling 5-2: Result Situation-Handling: Customer Service Introduction GENERAL CONTEXT Knowledge-Based CUSTOMER SERVICE EXAMPLE REVISITED Four Tasks SENSEMAKING SITUATIONAL AWARENESS Sensemaking Situational Awareness DECISION-MAKING/PROBLEM-SOLVING ACTION SPACE INNOVATION CAPABILITY Decision-Making Single-Stage Multi-Stage Simulations Problem-Solving Action-Space Innovation Capability IMPLEMENTATION EXECUTION Implementation Execution MONITORING GOVERNANCE COMPETENCE PERSPECTIVES Monitoring Governance Competence Perspectives Expert Novice: When Situations As First Believed Story-Based Provide TOPIC DOMAIN reference Understanding Adjacent Operations RELEVANCE WORLD 6 Proposition: Consolidated Situation Gathering Decision-Making/Problem-Solving Action-Selection General Aspects Action Spaces Capabilities Has Levels INSIGHTS WHY SHOULD BE CONCERNED WITH DETAILS? Chapter Appendix: Program Details 7 PEOPLE-FOCUSED DAILY OPERATIONS 7-1: Drives 7-2: Must Managed 7-3: People-Focused 7-4: Six Determine Vigilant Generation GENERATION OPPORTUNITIES REQUIRE EFFORTS DIRECTIONS DELIBERATE SYSTEMATIC Foci Bar Been Raised NGKM Implications STARTING PRACTICE Problems with Conventional Corporate Culture CULTURE KEY THRUSTS POWER MODELS, PRACTICES Making Everybody Understand UNDERSTANDING DIRECTION PARADIGM Efficiency EFFICIENCY 8 EXPECTATIONS Premise: management Supports Leader Future User May Expect Environment under Pressure UPON BEHAVIOR EXPECTED DEVELOPMENTS WORKPLACE Will Bought Sold Societal Side-Effects Far Finished! Enterprises Integrative Objectives In Businesses, Better Required Indeed HOW DO IMPLEMENT INTEGRATIVE MANAGEMENT? Final Thoughts OUR PRESENT SOCIETAL CONUNDRUM SHALL DO? APPENDICES APPENDIX ANALYSIS TOOLS Mapping Flow Charting Analysis Benefit Assessment Diagnostics Critical Vigilance Survey B Knowledge-Supported Changes Strategy Transfers Concepts Practitioners Networks "Town Meetings" Cafes Options Sharing Spreading Expertise Intelligent Support Systems (IPSS) C MEMORY CATEGORIZATIONS Human Organization Structural Domains Types GLOSSARY REFERENCES RECOMMENDED READINGS INDEX