Product Description
True knowledge sharing in organizations occurs less regularly than most of us think. What can be done to help create a system in which people share the internal "know-how" unique to each organization?

In this contribution to change management, Tojo Thatchenkery describes a brand new methodology called Appreciate Sharing of Knowledge [ASK] and provides a step-by-step tool kit for anyone interested in knowledge management. Using the most recent research, Thatchenkery shows how "appreciation" is the missing link in facilitating knowledge sharing. By systematically and intentionally creating an appreciative climate in organizations, leaders and practitioners can deal with change with least resistance and leverage the "tacit knowledge" that is essential for competitive advantage. Written in lucid, jargon-free language, this book is a must-read for anyone interested in the most recent approaches to dealing with change and creating a robust knowledge management architecture in organizations. ... Read more

Customer Reviews (6)

A Must Read for People Who Want to Use Appreciative Inquiry to Help Increase Knowledge Sharing
As a retreat designer and facilitator, I have seen how infrequently deep knowledge sharing occurs in most organizations, particularly across departmental or functional lines. Not only does such blocked communication hamper an organization's ability to maximize, but it makes the organization a less rewarding place to work.

Dr. Thatchenkery's methodology, which is grounded in Appreciative Inquiry, is called Appreciative Sharing of Knowledge (ASK).

Readers of this book receive a detailed roadmap for using ASK to help them create a more appreciative climate in organizations they lead or are trying to facilitate change in.Such a climate is an essential underpinning for open knowledge sharing.

This easy-to-read and practical book follows a case from the banking industry, but the concepts work equally well for large corporations and small nonprofits.

External and internal consultants as well as department heads will find a treasure trove of ideas to employ immediately to begin creating more appreciative and open organizations where employees become true collaborators rather than competitors in senseless turf battles.

Great "Big Little" book marrying AI & KM
Like other "big-little" books, there's a lot more between the covers here than one might first expect based on it's short 111 pages.The text includes a smattering of academic research references, without being dry like a thesis.Rather, the referrals to others work gives credibility to what's being presented. And like most books which become ready resources over the years, I've already added a number of other books to my "must acquire" list compliments of passing references to studies or experiences mentioned in this book.One good learning leads to others.

Again, referring to the academic references, the reader not only gets material pertaining to the subject in question (mixing AI & KM), but you also get an abbreviated visit to the background for this work which is very helpful in putting where we are in context to how we got here.

This is also more than just a cook book with checklists of "how to do's" (while each chapter does end with summary's and what are called focus boxes).It also includes an interesting case study of a practical application of ASK in a banking environment, which from first hand I can say is analogous to what's happened/happening in the Telecom and computer manufacturing industries.Technology changes, mergers & acquisitions coupled with headcount cut backs adversely effect the sharing of knowledge within most organizations.The bank examples resonated with me when looking back on work in the two other mentioned fields, so I would imagine it's equally appropriate in any number of situations of others as well.

So, for those poking around to learn something about AI or KM, this is a gem where you'll get a brief grounding in each along with a practical marriage of both.Take care & enjoy!!!!

TCW

Great read!
The book appears too simplistic on first reading but on a second one it reflects the author's deep insight and scholarship into this new and critical area of knowledge management in today's organisation. Great read. We, a consulting firm for media industry, have circulated it amongst our staff and have had half day workshop on it and have made amazing discoveries about the knowledge available within our organisation that has remained untapped. Wish the author had based his/her study on a larger sample of companies/industries and provided tips for applications and larger variety of organisations.

Appreciative Sharing of Knowledge- Tojo Thatchenkery
This book is a timely contribution to creating knowlegde sharing organizations. It is succinct in its treatment of the subject matter and the style of highlighting key points for practitioners is helpful in capturing the essence of each chapter. At the end of a single read a serious practitioner can initiate steps to implement a culture conducive to sharing and pooling and using the wealth of knowledge which organizational members carry with them. The ASK technique is innovative and the size of the book is a delight, perfect for a plane ride.

A practical tool for creating positive change
This interesting and easy-to-read book provides concepts, processes, language and examples for OD practitioners and managers on how to share knowledge in an organization. It has a straight forward "how to" process with useful notes for facilitators in each chapter. The "ASK" model described in the book is a practical tool that consultants or managers can use to create positive change in organizations.

The focus is on how to identify what worked and how to create systems to strengthen the enabling factors. Once I started reading it, I could not put it down. I will recommend the book to my colleagues and friends.
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Product Description

Despite its explosive growth over the last decade, the Web remains essentially a tool to allow humans to access information. Semantic Web technologies like RDF, OWL and other W3C standards aim to extend the Web’s capability through increased availability of machine-processable information.

Davies, Grobelnik and Mladenic have grouped contributions from renowned researchers into four parts: technology; integration aspects of knowledge management; knowledge discovery and human language technologies; and case studies. Together, they offer a concise vision of semantic knowledge management, ranging from knowledge acquisition to ontology management to knowledge integration, and their applications in domains such as telecommunications, social networks and legal information processing.

This book is an excellent combination of fundamental research, tools and applications in Semantic Web technologies. It serves the fundamental interests of researchers and developers in this field in both academia and industry who need to track Web technology developments and to understand their business implications.

Product Description
As the most comprehensive reference work dealing with knowledge management (KM), this work is essential for the library of every KM practitioner, researcher, and educator. Written by an international array of KM luminaries, its approx. 60 chapters approach knowledge management from a wide variety of perspectives ranging from classic foundations to cutting-edge thought, informative to provocative, theoretical to practical, historical to futuristic, human to technological, and operational to strategic. The chapters are conveniently organized into 8 major sections. The first volume consists of the sections: foundations of KM, knowledge - a key organizational resource, knowledge processors and processing, influences on knowledge processing. Novices and experts alike will refer to the authoritative and stimulating content again and again for years to come. ... Read more

Product Description
This book constitutes the refereed proceedings of the 13th International Conference on Knowledge Engineering and Knowledge Management, EKAW 2002, held in Siguenza, Spain in October 2002. The 20 revised full papers and 14 revised short papers presented together with an invited contribution were carefully reviewed and selected from a total of 110 submissions. The papers address all current issues in knowledge processing and key ingredients for building the semantic web, such as ontologies, knowledge modeling and representation, languages and tools, knowledge management, and knowledge acquisition. ... Read more

Product Description

Customer Reviews (2)

A reply to Franzen
There is indeed a '600 pound gorilla' in the room, but I'm not so certain that it has much to do with 'expressive science.'The profit motive within a market economy is a major driving force that has the potential to undermine erstwhile good intentions.But without descending into a back and forth on whether human behaviour is totally controlled by 'material force' (of which the economy would be one) or humans totally shape these same material forces, etc. . . ., let's at least point to some of the strengths of understanding and making sense out of ways that human beings, acting under conditions they haven't selected but shaping, nonetheless their own histories.In many of the chapters in my edited book the subject matter focuses on how people make collective choices to act differently.Rather than falling prey to despair we would rather look to examples where thigns work.

The government official (who was defeated in election after serving only one term) couldn't see any other future except one that involved large industry (incidentally, he worked for that industry for many years and then found himself summarily dismissed after he lost his election.)This failure of vision is a form of social entrapment that plagues many human systems unable to change or adapt to new circumstances.

I won't say that economy has no effect, but I will say that human action can -at times- go against the current and make changes that are durable.That is what I hope is the underlying message of this edited collection.

expressive science?
The authors contend that Traditional Ecological Knowledge (TEK) has much to offer to economic and political programs that manage ecological resources.They do a good job of noting the characteristics of TEK (local, dynamic, etc.) that act as both strengths and weaknesses for the campaign to insinuate TEK into current policy and management practices.The chapters are all good studies of TEK as found in historical subsistence practices of indigenous people.These studies tend to argue against other anthropological collections which seem to disprove what they see as the myth of the ecologically noble savage.However, the real problem with this text is not the analytical voice but its inability to address why the goals of its expressive voice will never be met with this type of approach.

In the introduction Menzies recounts a conversation with a politician in which Menzies hopes to persuade him of the importance of introducing TEK into policy and planning processes.The politician wants to know what is in it for the industry.Menzies' reaction is the typical moraline despair and the rest of the book want to argue for a new moral compass.What is missing is any real sustained discussion of the 600-pound gorilla in the room.By this I mean the profit motive which drives our economic engine and the fact that societal or political regulation of that engine has been ineffective if not nonexistent.Rather we might say that our symbolic politics and our administered society are simply dressed up in the trappings of an empowered regulatory force; it only seems to be so.Our actual practice is determined in the last instance by considerations of profit.
The authors take the moral position that greed and exploitation of natural resources is wrong and that a lack of sustainable practices will hurt us in the long run.But as Keynes said, in the long run we'll all be dead.Perhaps the biggest mistake of these kinds of texts is that they never completely analyze their opposition.Therefore they can never mount a serious debate for social change.

This is ironically a built-in flaw of expressive science.The more completely we identify with a cultural object or social movement, the less valuable is the product of any analytical work we may do on that subject.And in a time when the scientific method, objectivity, decontextualization, etc. serves as the foundational method for epistemic warrants, this makes our pronouncements on this subject as social scientists ever more suspect.

It becomes clear that our findings are motivated by a desire to persuade rather than to interpret, in short it is too obvious that seek to change the world, not just interpret it.This is not necessarily a problem in itself.But there is one other aspect of the scientific foundation for warranting truth that is critical to `good science' and that is the rigorous application of systematic doubt.

The next time you read any social science analysis of environmentalism that seems to be guided by a clear and constant moral compass heading, try to find where that particular heading has been subjected to systematic doubt.
... Read more

Product Description

The landmark project management reference, now in a new edition

Now in a Tenth Edition, this industry-leading project management "bible" aligns its streamlined approach to the latest release of the Project Management Institute's Project Management Body of Knowledge (PMI's PMBOK® Guide), the new mandatory source of training for the Project Management Professional (PMP®) Certificat-ion Exam. This outstanding edition gives students and professionals a profound understanding of project management with insights from one of the best-known and respected authorities on the subject.

From the intricate framework of organizational behavior and structure that can determine project success to the planning, scheduling, and controlling processes vital to effective project management, the new edition thoroughly covers every key component of the subject. This Tenth Edition features:

• New sections on scope changes, exiting a project, collective belief, and managing virtual teams

• More than twenty-five case studies, including a new case on the Iridium Project covering all aspects of project management

• 400 discussion questions

• More than 125 multiple-choice questions

Customer Reviews (11)

Typical Textbook
This book is considered a standard for all colleges teaching Project Management. I personally think there are better books out there.

Excellent seervice
Good delivery time and the book was found to be in good order. Excellent service.

Book Condition & shippment Time
The book is in a very good condition almost new and the delivery time is exactly on time.

Good both with extensive coverage but not for passing the PMP exam
This book should be read as an overview to the project management body of knowledge and also as an overview of project management. For passing the PMP exam, this is not a suitable book. A good book for all project management professionals in general.

PROJECT MANAGEMENT
This book is excellent and is a definitive resource for anyone planning to be in the Project Management field of work. ... Read more

Product Description
This book provides a perspective on knowledge management at Siemens - an internationally recognised benchmark - by presenting the reader with the best of the corporation's practical applications and experiences. Tom Davenport and Gilbert Probst bring together instructive case studies from different areas that reflect the rich insights gained from years of experience in practising knowledge management.
Most of the cases have been updated for the second edition. New cases have been added.
The Knowledge Management Case Book provides a comprehensive account of how organisational knowledge assets can be managed effectively. Specific emphasis is given to the development of generic lessons that can be learned from Siemens' experience. The book also offers a roadmap to building a "mature knowledge enterprise", thereby enhancing our understanding of the steps that need to be taken in order to sustain competitive dominance in the knowledge economy.
Presenting applications from very different areas, this practice-orientated book is really outstanding in the broad field of KM literature.

"Perhaps the most revealing - and interesting - part of the cases in this book is not the analysis of the various knowledge management tools and processes, but the description of their development, of how they come about, of how commitment was gained, of how implementation was led."

Yves Doz, The Timken Chaired Professor of Global Technology and Innovation at INSEAD, Fontainebleau


"This case book brings insights how our most valuable resource makes those tools happen. I found this book exciting reading, because it is, to my knowledge, the only book where a single company with a wide variety of knowledge management approaches accumulates years of experiences and lessons learned. Edited by two of the leading thinkers in the field of knowledge management, this book will show the way you practise knowledge management in your company."

Heinz Fischer, Global Head of HR, Deutsche Bank AG


"This book is a rare and valuable description of a single company's knowledge management journey. Siemens has made impressive advances in becoming a knowledge-driven firm, and this volume details many of its directions and waystations."

Laurence Prusak, Executive Director, IBM Institute for Knowledge Management


"Though there are many books on Knowledge Management, this is a unique one on a sense that it provides practical application of KM rather than the jargon."

Sushil, Modi Foundation Chair Professor and Group Chair, Department of Management Studies, Indian Institute of Technology, New Delhi ... Read more

Customer Reviews (4)

A comprehensive insight into KM in a global firm
This knowledge management casebook is one of the best documented case studies of knowledge transformation at work in a global business powerhouse. Siemens has been rated as one of the top ten KM-driven companies worldwide according to an international benchmarking exercise (MAKE � most admired knowledge enterprise), thanks to its comprehensive efforts at fostering, promoting and optimizing knowledge utilization.

The 19 chapters covering Siemen�s KM journey have been compiled by a team of 44 writers, including business executives, managers, interns, professors and graduate students. The material is divided into 7 sections, covering overall KM strategy, transfer techniques, communities of practice, e-learning, and organisational change.

With a diverse group of companies and almost half a million employees globally, Siemens is one of the world�s oldest and most successful corporations � which successfully adapted to the chaotic world of the Information Age to re-structure itself around its most valuable assets: its knowledge base and people.

�Companies today live in knowledge ecologies where one company feeds knowledge into another. What counts is a networked approach to KM, involving internal as well as external parties. The logic behind this is as simple as it is compelling: if you cut off the outflow of knowledge, you will also cut off the inflow. We believe, therefore, that the firm�s openness to external experts and the sharing of ideas within a broad network will be a key driver for maintaining competitive success at Siemens,� begin the editors Thomas Davenport (KM expert) and Gilbert Probst (professor at the University of Geneva).

�Increasingly, information is either a part of, or an important facilitator of, Siemens� diverse businesses. Since KM is greatly enhanced by the effective use of IT, it�s not surprising that Siemens was a relatively early and enthusiastic adopter of KM. The IT-driven nature of the company�s businesses also provides a strong motivation to manage knowledge effectively. One attribute of these technologies is that they change very rapidly; keeping up with various computing and communications technologies is much easier when a company has a system for rapidly circulating new knowledge,� according to the editors.

But KM is more than technology, and Siemens has also focused on a culture of sharing, synergy, and customer focus, especially in markets and fast-moving technology areas where the customer needs are more for total business solutions and sector intelligence than mere technology components.

KM at Siemens began in a bottom-up manner via various mid-level initiatives in communities of practice and bodies of knowledge. Managers of these initiatives themselves formed a semi-official community of practice. This was then followed by a corporate knowledge function which officially supported and coordinated these various initiatives, via the creation of the Corporate KM (CKM) office in 1999.

The Corporate KM (CKM) office held an international meeting in Munich in May 2000, drawing over 200 managers and KM practitioners to formally reflect on the company�s KM strategy via the CKM Council and CKM TaskForce. Moving beyond a loose association of KM followers, the company now has formal support, constancy, transparency and a joint approach for KM practices.

The vision statement, goals and roles at the company now formally emphasise the role of knowledge and sharing. CKM has initiated over a hundred KM projects divided across lines of geography, industry, and functions. It has received numerous awards across Europe and the US, such as APQC, MACILS, KVD and Teleos.

KM capacity building at Siemens is promoted by yet another initiative, the Knowledge Community Support (KCS) project, founded in 1999 with support from units like Corporate Technology, Siemens Business Services, and Siemens Qualification and Training. It promotes the use of knowledge communities within Siemens, via coaching, hotlines, resources, newsletters, and its own Web site. It maintains an employee portal and a directory of all knowledge communities in the company, Communities@Siemens. KCS expects that in future, community management will be as common as project management.

Yet another area of KM focus at Siemens is the use of e-business methodology. It formed the Centre for e-Excellence in May 2000 to analyse business transformation via the Internet. A quarter of the sales of Siemens itself is expected to be eventually transacted via the Internet � 50 per cent or more of its consumer products.

Challenges faced by Siemens on the KM front include balancing energies, resources and rewards for local versus global KM initiatives on a daily basis, managing the knowledge-sharing tension between different business units, and nourishing KM during hard economic times.

Each of the chapters in the book ends with useful discussion questions and key propositions from each case study. It would be suitable to end this book review with a sampling of these propositions.

�The economic value of knowledge does not lie in possessing it, but in using it. Pilot projects for KM must have clearly defined, measurable objectives that can be achieved in less than six months. However, the changeover to a knowledge-based company involves a change process that can span several years,� according to the authors.

Knowledge management and learning management are two complementary disciplines that are continuously growing closer and support an innovative and agile enterprise.

Knowledge sharing should not be reduced to appendices to everyday practice, but must become intertwined with practice. Casewriting about this sharing is a useful learning tool, teaching method, and knowledge recap mechanism via its ability to tease out details and provoke or inspire further action. Such methods are already used by other companies like British Petroleum (Post-Project Appraisal) and Xerox (pre-thought and after-thought cases on KM tools). An interplay between writers from the outside and inside helps elicit crucial details in the case stories.

�When established procedures are not conducive to the sharing of knowledge, the company must be ready to restructure itself into an organization more amenable to knowledge sharing. Over time, the intrinsic benefits of sharing knowledge should become apparent and the system then becomes self-perpetuating, thereby rendering incentive systems obsolete,� the authors recommend.

>>>>>>>>>

Madanmohan Rao is the author of �The Asia-Pacific Internet Handbook� and can be reached at madan@inomy.com

Concrete case-based ideas on how to optimize knowledge
The Knowledge Management Case Book clearly illustrates how knowledge sharing can begin either as a bottom-upor as a top down activity.This book was developed through collective efforts of Siemens employees working together with external "case coaches" who acted as'devil's advocates' in conceptualizing and writing cases.This book offers concrete case-based ideas on how Siemens is promoting and optimizing knowledge utilization on a worldwide basis.It is written in a very understandable, narrative style, and organized into fivesections that flow well together. These sections offer case studies of knowledge transfer, communities of practice, added-value of knowledge management, measuring KM, and an epilogue written by Gilbert Probst. As Gilbert Probst states in his epilogue, this book is a kind of knowledge toolitself and has offers the reader many practical examples of KM in practice.

Part I of the book offers the reader cases addressing the fundamental issues of knowledge transfer, critical success factors, underlying principles, descriptions ofknow-how exchange, lowering knowledge-sharing barriers, KM strategies, and it addresses the need to weave best practices into the day-to-day work that everyone does.Part IIis focused on communities of practice -- one of the majordriving forces of KM.Its cases explain the challenges of set-up, implementation, coordination and the support required for managers and teams to systematize KM practices.Part III illustrates the added value of KM in innovative arenas such as neurological-disease centers, knowledge intensive medical solutions and services, mergers and acquisitions, or corporate learning programs.Part IV examines quantifiable measures of KM as a critical basis for developing incentives for stimulating knowledge sharing and networking.It suggests ways in which results can be promoted, and discusses the intersection of KM and e-business, incorporating knowledge from outside corporate boundaries with organizational knowledge.

Gilbert Probst proposesthat the very process of case writing is instrumental in managing knowledge and reflecting on the process. Thus, according to Probst, the case method used in this book offers an excellent example of a knowledge-sharing tool.Each case is presented as an independent study.They can be read in any order. The consistent emphasis throughout the book is placed on an ongoing balance of identifying what knowledge is most relevant to the interests of managers, and illustrating how to transfer it.I really enjoyed reading this this book.I consider it a treasure trove of ideas on how to use an organization's best knowledge practices.

Full Scale Knowledge Management
This is a premier book on knowledge management--a definite must read.Although it's a bit pricey and not in main stream distribution, please note that Tom Davenport is the co-editor.The book provides an inside perspective on how Siemens, a 400,000 person global company has scaled KM to be both part of their business practices and their business model.Since they operate in over 190 countries, it's easy to see why the communities of practice concept would be so appealing to them.Given the limited amount of available literature related to communities of practice, the how-to chapter about communities in this book makes it worth buying the book.As you read about the KM work at Siemens you can get a good sense of how KM will eventually reside permanently in the main stream of management practice. I have collected quite a bit of the KM literature and would place this in a top ten read list.

Full Scale Knowledge Management
This is a premier book on knowledge management--a definite must read.Although it's a bit pricey and not in main stream distribution, please note that Tom Davenport is the co-editor.The book provides an inside perspective on how Siemens, a 400,000 person global company has scaled KM to be both part of their business practices and their business model.Since they operate in over 190 countries, it's easy to see why the communities of practice concept would be so appealing to them.Given the limited amount of available literature related to communities of practice, the how-to chapter about communities in this book by itself makes the book a must read.As you read about the KM work at Siemens you can get a good sense of how KM will eventually reside permanently in the main stream of management practice. I have collected quite a bit of the KM literature and would place this in a top ten read list. ... Read more

Product Description
Many organizations are now realizing that their competitive edge lies mostly in the brainpower-the intellectual capital-of their employees and management. To stay ahead of the pack, companies must leverage their knowledge, internally and externally. But it is not enough to develop lessons-learned databases. Experts now believe the current savior of organizations is knowledge management-the conceptualization, review, consolidation, and action phases of creating, securing, combining, coordinating, and retrieving knowledge-in short, the process of creating value from an organization's intangible assets.Jay Liebowitz, one of the leading knowledge management and expert systems authorities in the world, brings together over thirty articles contributed by the top researchers and practitioners to produce what seems destined to become the key reference for this emerging field. With it you will find:"How to create a knowledge-sharing environment"How senior executives can show tangible benefits using methods that value the intellectual capital-especially the "human capital" within the organization"How knowledge management is not the same as information management"How senior management commitment and involvement are essential to the success of a knowledge management system ... Read more

Customer Reviews (3)

Worthy of a review, let alone a read.
First of all this a REAL book on knowledge management.This is not a touchy feely book about how employees are afraid of KM because they will lose their jobs although there is a section that contains common org problems.This is however a book for individuals who practice KM or implement KM programs. Basically, without the context of having been through a KM project this book will be useless to most people.This is not the place to start.Try Idiots Guide to KM, which btw is an excellent place to start - I recommend it to my customers all the time, Working Knowledge, or the KM Toolkit all of which will serve as far better primers on the subject.Having led 40 KM projects in the last 3 years I can say this book has been a treasured resource since getting it a few months ago.

Knowledge Management - Here, Now and Here's How
This book is truly a great resource regarding Knowledge Management.It is a compendium of information concerning knowledge and the management thereof.This Handbook is divided into five sections of high levelinformation: Strategy, People and Measures, Elements, KnowledgeTechnologies, and Applications.Within each section real world expertsprovide sound foundations of the methodologies, techniques, and practicesin this field.Many concepts discussed throughout this handbook arepresented in an bulletized manner for easy assimilation.I found thenumerous figures and diagrams in this text-like book complex but full ofvaluable information as to the relationship of Knowledge Managementdefinitions, concepts and issues.

Knowledge Management is about the"brainware' or "human capital" that exists in a corporation. Today a corporation must invest in their human capital throughcertification programs, training and education courses, forums andknowledge sharing sessions to maintain and keep their competitive edge. Some believe that 70 to 80% of what's learned is through informal meansversus formal methods like reading books, brochures and documents.Nonethe less, all knowledge must be captured and managed effectively andefficiently.

Outstanding review of KM and all of its related components.
I am currently using this book as a reference for completion of my dissertation in the area of knowledge management.The book takes a no nonsense and factual look at this new and exciting area.Organizations whodo not understand these concepts will soon loose their competitive edge. This book will provide all of the necessary insight to begin a knowledgemanagement program within your organization. ... Read more

Product Description
This book presents the latest management ideas in knowledge creation and management in readable and non-technical chapters. Leading experts have contributed chapters in their fields of expertise.Each distils his or her subject in a chapter that is accessible to managers who want to learn what can be applied to their organizations without the distracting details of research methodology.Each chapter, however, is based on careful research.The book is organized so that readers can easily find chapters of most interest and value to them.The emphasis is on the practical applications of knowledge to a wide variety of organizations and functional areas. ... Read more

Customer Reviews (1)

I am rewarded when reading this book...
As I am working in the emerging market where experienced talents are few, adapting what works in matured markets and transferring the knowledge to the locals becomes critical. This book has provoked deep thoughts in this endeavor and helped to organize these thoughts effectively. ... Read more

Product Description
This Guide to the BPM CBOK(r) provides a basic reference document for all practitioners.The primary purpose of this guide is to identify and provide an overview of the Knowledge Areas that are generally recognized and accepted as good practice. The Guide provides a general overview of each Knowledge Area and provides a list of common activities and tasks associated with each Knowledge Area.It also provides links and references to other sources of information which are part of the broader BPM Common Body of Knowledge. ... Read more

Customer Reviews (1)

Better Than Sliced Bread
This is a well presented precise document.No waffle.I thoroughly recommend it to someone that has limited time and knows what they want assistance with. ... Read more

Product Description

Creative Space summarizes and integrates the various up-to-date approaches of computational intelligence to knowledge and technology creation including the specific novel feature of utilizing the creative abilities of the human mind, such as tacit knowledge, emotions and instincts, and intuition. It analyzes several important approaches of this new paradigm such as the Shinayakana Systems Approach, the organizational knowledge creation theory, in particular SECI Spiral, and the Rational Theory of Intuition – resulting in the concept of Creative Space. This monograph presents and analyzes in detail this new concept together with its ontology – the list and meanings of the analyzed nodes of this space and of the character of transitions linking these nodes.

Product Description
Published in association with the MGMA and written for physician leaders and senior healthcare managers as well as those involved in smaller practices, Physician Practice Management: Essential Operational and Financial Knowledge provides a comprehensive overview of the breadth of knowledge required to effectively manage a medical group practice today. Distinguished experts cover a range of topics while taking into special consideration the need for a broader and more detailed knowledge base amongst physicians, practice managers and healthcare managers. Topics covered in this must-have resource include: physician leadership, judgment in management decisions, bioterrorism preparedness, financial management, health care information technology, regulatory issues, compliance programs, legal implications of business arrangements, medical malpractice, facility design, and capital financing for physician group practices. ... Read more

Product Description
The definitive overview of knowledge management, now available in paperback

This influential book establishes the enduring vocabulary and concepts in the burgeoning field of knowledge management.It serves as the hands-on resource of choice for companies that recognize knowledge as the only sustainable source of competitive advantage going forward.

Drawing from their work with more than 30 knowledge-rich firms, Davenport and Prusak—experienced consultants with a track record of success—examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate wisdom into market value.They categorize knowledge work into four sequential activities—accessing, generating, embedding, and transferring—and look at the key skills, techniques, and processes of each.While they present a practical approach to cataloging and storing knowledge so that employees can easily leverage it throughout the firm, the authors caution readers on the limits of communications and information technology in managing intellectual capital. Amazon.com Review
When new-car developers at Ford Motor Company wanted to learn why the original Taurus design team was so successful, no one could tell them. No one remembered or had recorded what made that effort so special; the knowledge gained in the Taurus project was lost forever. Indeed, the most valuable asset in any company is probably also its most elusive and difficult to manage: knowledge. Authors Thomas H. Davenport and Laurence Prusak assert that learning how to identify, manage, and foster knowledge is vital forcompanies who hope to compete in today's fast-moving global economy.

Working Knowledge examines how knowledge can be nurtured in organizations. Building trust throughout a company is the key to creating a knowledge-oriented corporate culture, a positive environment in which employees are encouraged to make decisions that are efficient, productive, and innovative. The book includes numerous examples of successful knowledge projects at companies such as British Petroleum, 3M, Mobil Oil, and Hewlett-Packard. Concise and clearly written, Working Knowledge is an excellent resource for managers who want to better harness the experience and wisdom within their organizations. ... Read more

Customer Reviews (32)

old library book, good price
apparently the book was from a library. Still, the book was in quite a good condition for its price (ca 4usd)

References BP as a case of Success Story...Right
Some books' titles are better than the whole book. This book is a case in point.

When you sit back and ponder what is knowledge, it really is a wonder. The authors define 'Knowledge' as: "...a fluid mix of framed experience, values, contextual information, and expert insight that provides a frame work for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In organizations, it often becomes embedded not only in documents or repositories but also in organizational routines, processes, practices, and norms." If you like this definition then buy this book.

But what is Knowledge, really?

We, at work, keep repositories of lessons learned in internal Wikis and try to have postmortems, all in the name of knowledge transfer from individuals to entire groups, sort of like pollination. But it seems that real Working Knowledge, as this book is so wonderfully titled, is almost always hard-earned by individuals. There doesn't seem to be any other way. It's 'hard' because of the errors made, but those errors seem to create walls of a labyrinth in our minds with a path from a problem to its solution. Seldom is there a straight hallway from the two points; that's when all the right errors are made. Some people are like that, though. They have hallways in their brain, but they can't see anything else. Getting the job done, on time, is what Working is, and to do so requires Knowledge, or experience.

Creating a good foundation
This was the first book I read on knowledge management and it gave me an excellent foundation. There are sections I still refer to after more than a decade as a professional knowledge manager. It is amongst those books I always recommend.

Learning knowledge that works
This book was used in my introductory class of a Knowledge Management course and helped me understand the course very well. The book is easy to read even for a knowledge management subject matter book. You can even read this book in any order and still get the author's point of view explicitly.

Excellent book and user guide
An organization can benefit immensely from its knowledge capital asset through the implementation of various KM projects, this book explains how and provides a guide. As an enabler, KM practices can be used to achieve various organizational objectives leveraging on the simple and easy to grasp concepts in this book. I love the examples of organizations cited and how they overcame their KM project challenges and where some others failed.

For anyone interested in Knowledge Management, this book is an excellent buy. Working Knowledge does not only introduce one to the concepts of KM, but also gives indept examples of organizations that have made KM a culture and how they strategically take advantage of this process to achieve specific benefits. It guides the reader on how to implement KM, technologies, failure signs to watch out for and much more. In my opinion, it is a worthy guide towards implementation.

I am glad I bought this book and I recommend it to anyone interested in KM. ... Read more

Product Description
The market for business knowledge is booming, as companies looking to improve their performance pour billions of dollars into training programs, consultants, and executive education.Why, then, are there so many gaps between what firms know they should do and what they actually do?Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results.

Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it.The message is clear-firms that turn knowledge into action avoid the "smart talk trap."Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action.Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms.The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place.

The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know.It is a refreshingly candid, useful, and realistic guide for improving performance in today's business. Amazon.com Review
Every year, companies spend billions of dollars on trainingprograms and management consultants, searching for ways toimprove. But it's mostly all talk and no action, according to JeffreyPfeffer and Robert I. Sutton, authors of The Knowing-DoingGap. "Did you ever wonder why so much education and training,management consultation, organizational research and so many books andarticles produce so few changes in actual management practice?" askStanford University professors Pfeffer and Sutton. "We wondered, too,and so we embarked on a quest to explore one of the great mysteries inorganizational management: why knowledge of what needs to be donefrequently fails to result in action or behavior consistent with thatknowledge." The authors describe the most common obstacles toaction---such as fear and inertia---and profile successful companiesthat overcome them.

Among the companies that Pfeffer and Sutton say do it right: GeneralElectric, the Men's Wearhouse, SAS Institute, Southwest Airlines,Toyota, and British Petroleum. The book, based on four years ofresearch, is broken into chapters with titles such as "When TalkSubstitutes for Action," "When Fear Prevents Acting on Knowledge,""When Internal Competition Turns Friends into Enemies," and "TurningKnowledge into Action." Each chapter contains tips on what to do andwhat to avoid, and provides examples of how a lethargic companyculture can be transformed. The Knowing-Doing Gap is a usefulhow-to guide for managers looking to make changes. Yet, as Pfeffer andSutton point out, it takes more than reading their book or discussingtheir recommendations. It takes action. --Dan Ring ... Read more

Customer Reviews (34)

An excellent book on why organisations don't do what they know they should
"I know kung fu."

In the Matrix, when Neo wants to learn kung-fu all he has to do is upload a fighting module. A few seconds later and he's sparring with Morpheus in a virtual dojo. Living in a computer simulation and being bred as an energy source for a machine master-race has its disadvantages, but at least you get to learn stuff fast. Here in the real world, much knowledge is gained the hard way - by doing. You can't just upload it. Or store it, index it or e-mail it around.

This is one of the factors behind what Jeff Pfeffer and Bob Sutton call 'the knowing-doing gap'. In this book, Pfeffer and Sutton examine why companies don't do what they know they should. The first problem is language. 'Knowledge' is a noun, so we treat knowledge as a concrete object we can manipulate, like steel or books. In reality, it's a process; the process of riding a bike, speaking French or running a company. Hence companies don't truly know what they claim they do. They might have their mission statements written down on small, laminated cards; and they might say - and even believe - that people are their most valuable assets, but this isn't true knowledge, and won't become so until they act.

Pfeffer and Sutton give plenty more reasons too. Here are just a handful:

An emphasis on talk, rather than action. It's easier to judge people on what they say than what they actually do, and that's often how we hire, reward and promote. The guy with the quick put-downs, rapid-fire banter and sarcastic comments is perceived as smarter than the quiet one in the corner who bothers nobody, knuckles down and gets stuff done.

If action is harder than talking, then mindless action is harder than thoughtful action. When organisations hit a problem, rather than think it through afresh they tend to follow the path laid down before, often by people long-gone and in circumstances lost in history. Processes fossilize and are never challenged. Sacred cows get fat when they should be slaughtered, just because "that's how we do things round here".

Internal competition, whether it's bonuses determined by forced-ranking or having an employee of the month, is often a zero sum game that benefits some individuals but that harms entire organisations. In such competitions, there are two ways to succeed. The hard way is to out-perform your coworkers. The easy way is to sabotage them, or belittle their achievements. It's no surprise that many people settle for the easy option.

This is a fantastic book. Like most of Pfeffer and Sutton's work, and as you'd expect from two Stanford professors, it's based on solid research. Case studies are used to illustrate theories and bring them to life, rather than to 'prove' them as many business books do. As well as explaining why the knowing-doing gap exists, the book gives ideas on how to fix them. Is your organisation paralysed by internal fighting? Then find an external enemy to focus on - that's what Apple did with IBM when they launched the first Macintosh in 1984. Is your company trapped by its history? Examine, make explicit and challenge the assumptions that lie behind its sclerotic procedures. Are your people afraid to make mistakes? Make it explicit - with your deeds and not just your words - that there is a soft landing available for those who try and fail.

The beauty of this book - like other works of Pfeffer and Sutton - is that much of it seems like common sense once you've read it. Pfeffer and Sutton have a knack of articulating ideas that you feel you already half know, but that are just - but only just - out of your grasp. As you read, you can sense them coming into focus, crystallizing out of the fog of your mind. Of course concentrating purely on short-term financial success can kill a company's culture. Of course you should commit to metrics that reflect, and don't contradict, your underlying philosophies. Of course pitting colleagues against each other is going to backfire, and of course the absurd idea that this could ever work is based on sloppy sporting analogies. But it's only once Pfeffer and Sutton have made these points - and many others - lucid that they become obvious.

Although excellent, the book - as Pfeffer and Sutton acknowledge explicitly throughout - contains one flaw. A text whose thesis is that knowledge can only be earned through action, and then hopes to teach it through words, is bound to have only partial success. Read this book - and if you're running, or working in, any organisation larger than a handful of people then you should - and you will only have taken the first step to learning about the knowing-doing gap and how to fix it. The next step?

Action

Great book!
This book is a good read.It can take a little time to get to the point sometimes, but the points that are made are valid and helpful.

Still the Best Book on Execution and Implementation
There have been a lot of books published on what it takes to "execute" strategy or to "implement" organizational change since Pfeffer & Sutton first published this book in 1999. I still think it is the best, as it shows why gaps between knowledge and organizational happen, and offers detailed suggestions about how to overcome problems like the smart-talk trap, dysfunctional competition, and overly complex measurement systems.

The book has a knowing-doing gap
I bought the book with much expectation, as the idea (knowing-doing gap) was quite fascinating. The book does a good job of sensitizing readers to the issue of the knowing-doing gap which is a pervasive problem in a variety of walks of life. However, in the end, the authors suffer from the same problem that they are describing - they do a good job of "knowing what the problem is", but fail to provide concrete guidance on how to close this gap.

This book Is The Best of The Best!
This book hits the nail on the head.It's straight forward, easy to read format makes it a must read for every business leader who wants to get out from under knowing what to do and move to DOING the things that need to be done to move their organization forward! ... Read more

Customer Reviews (7)

Bastante bueno. En inglés es preferible la 4ta edición
Bastante completo y útil en la gestión de proyectos.No es la última edición, pero si es la mas reciente traducida al español.
En inglés es preferible la 4ta edición.

Un libro que se debe tener en la bilblioteca
Cualquier gestor de proyectos debe tener este libro en su biblioteca. Son los principios y fundamentos del manejo de proyectos.
Este libro es útil para cualquier persona que quiera aprender sobre la manera correcta de gestionar proyectos.
Existen otros libros con información complementaria como cálculo de costos, valor presente actual, etc. que no se encuentran tan detalladamente en este libro; sin embargo, es muy útil para lo fundamental del manejo de proyectos.

PMBOK is the bible for Project Management
What could anyone says about the PMBOK that hadn't been said, simply the best guide and the ultimate framework for managing projects.

Excelent
The service from Amazon was excellent and the book is exactly what I was needing.

El libro de los proyectos
Para alguien que quiera tomar en serio la administracion de proyectos es necesario tener este libro. Es el camino a la certificacion como PMP ... Read more

Customer Reviews (1)

Recommended for all levels of managerial responsibility.
Business managers involved in the information community will find this an important book examining the concept and evolution of 'knowledge management'. From reviews of major issues and background to knowledgeapplications, Knowledge Management provides a text which will be as usefulfor college-level business courses as for the working manager. ... Read more

Product Description
This book introduces readers to a wide range of knowledge management (KM) tools, techniques and terminology for enhancing innovation, communication and dedication among individuals and workgroups. The focus is on real-world business examples using commonly available technologies.
The book is set out in a clear and straightforward way, with definitions highlighted, brief case studies included that illustrate key points, dialogue sections that probe for practical applications, and written exercises. Each chapter concludes with discussion questions, review questions, and a vocabulary review. An Online Instructor's Guide is available.

* Easy to read, user-friendly introduction to knowledge management
* Full of practical applications for business professionals
* An Online Instructor's Guide is available, with power point slides, case studies, exercises and review questions ... Read more

Customer Reviews (7)

Not really worth the time or money
I thought this would be a good book, but I was wrong. It was assigned as supplemental reading for my BA in MIS degree and I had only read the first two chapters. Those chapters seemed very interesting, so I recently went back after almost two years and finished reading the book. I read all the chapters but didn't do any of the exercises. About 1/3 of the way through the book, my excitement waned. The book started to focus more on organizational behavior (OB), which is a beneficial topic, but NOT what this book is supposed to be focused on.

Starting around chapter 5, the OB stuff was really being pushed and I couldn't tell that I was reading a book on KM. A more appropriate title for the book would be along the lines of "Organizational Aspects of Knowledge Management." Since KM involves sharing of knowledge between people, skills in communications and OB are crucial in facilitating KM. The actual KM information in this book could honestly be summarized in one chapter.

If you have taken courses in communications and OB, you can pretty much get by with reading only chapters 1 - 5. For someone who has no OB knowledge, this book could be beneficial for learning OB, but as far as teaching anyone anything *significant* about KM itself, this book fails. After reading this book, you'll know what KM is and have a very limited knowledge of some of the methods and tools used in KM. As I mentioned before, all that information could be summarized in one chapter.

One of the most absurd things about the book is that it provides no end of chapter summary. This is very ironic since the book is about managing knowledge. Wouldn't it be easier to manage the knowledge gained in each chapter if the chapters had summaries? And in a few chapters, the authors inappropriately use computer networking as an analogy for some of the KM concepts. Those analogies are obviously targeted at IT professionals. But if someone with a business background reads this book, that person wouldn't be very familiar with computer networking.

Another annoying thing was that the authors threw in bits and pieces about project management (PM). If the reader doesn't have a PM background, what benefit is that to the reader?

And the book has numerous figures that have no reference. I can't recall reading any book that had so many figures without any references. By reference I mean that the figures weren't referred to in the text at all. I'm being tough on these things because this is a book on KM. And a big part of KM is the ability to effectively transfer knowledge. The way this book is written, transferring knowledge doesn't seem to be a high priority.

In summary, this book should focus more on KM itself instead of OB. And the analogies should be generalized for readers of diverse backgrounds--not everyone who reads this book will have an IT or PM background. For me, this book reinforces my previous knowledge of OB and PM, but fails to add significant KM knowledge. The bulk of the useful KM stuff is in chapters 1 - 5, so at least I was able to take something away from my readings.

The people who gave excellent reviews must know the authors or publishers. I can't imagine that an educated person could learn much from this book and would actually pay for it unless it was a required text for a course. Maybe, just maybe, I can see someone giving it 3 stars, but no way can a 5 star rating be legit.

Not a very good textbook
This is advertized as a textbook, but if it is, it certainly is not on the college level. This might qualify for a high school textbook. It is written on a lower level than the KM for Dummies book!

Dont' waste your money. You can get Frappaolo's text on KM for less money and it is a better resource.

Too basic
The book is focused more on personal KM than on KM as a field. Very useful the introductory part, though.

Excellent Book!
This book was my first introduction to Knowledge Management.Truthfully, I could not be more pleased!I'm a Director of Sales for a leading insurance company and am responsible for 250 offices across the Northeast U.S.Our organization has struggled for many years with the very issues addressed in this text and I found the insight gained to be invaluable.

It is easy to see that the authors, Groff and Jones, are experienced management professionals.They adeptly and expertly framed the content in an enjoyable and easy to understand manner that is directly applicable in multiple business scenarios.In fact, I utilized several of concepts from the text in developing our annual business plan.Through these initiatives, we expect to improve efficiency and overall productivity resulting in increased profitability for the business unit.

Without a doubt, this text is a tool that will assist my organization in maximizing results in today's quickly changing business environment.

understandable and valuable
KM in Business is written in such a manner that it is understandable for even a computer novice such as myself.The applications for small Mom & Pop operations as well as large firms makes it a must have for any business owner.It deserves a place in business classes at college or high school.As an owner of two retail businesses, I find it invaluable. ... Read more

Product Description
National Standards Institute in March 2001.The Project Management Body of Knowledge (PMBOK®) is an inclusive term that describes the sum of knowledge within the profession of project management. The PMBOK® Guide identifies and describes the subset of principles and practices within the PMBOK® that are generally accepted and applicable to most projects most of the time. The guide also provides a common lexicon for talking about project management. Project management is a relatively young profession, and while there is substantial commonality around what is done, there is relatively little commonality in the terms used. An extensive glossary further aids in standardizing definitions of the most important concepts, terms, and phrases.The Project Management Institute (PMI®) uses the PMBOK® Guide as one of the references for the Project Management Professional (PMP®) Certification Examination. Major revisions and expansions of this edition include:? Aligned newly added processes, tools, and techniques with the five project processes and nine knowledge areas. For example, reserve time, variance analysis, and activity attributes were added to Chapter 6 (Project Time Management); estimating publications and earned value were added to Chapter 7 (Project Cost Management); and project reports, project presentations, and project closure were added to Chapter 10 (Project Communications Management).? Added a section in Chapter 2 to acknowledge the role of the Project Office; expanded the treatment of earned value management in Chapter 4 and Chapter 10; and added a brief discussion of the Theory of Constraints in Chapter 6.? Expanded Chapter 11 (Project Risk Management) to include six processes instead of the previous four: Risk Management Planning, Risk Identification, Risk Assessment, Risk Quantification, Risk Response Planning, and Risk Monitoring and Control.? Strengthened the linkage between organizational strategy and project management throughout. ... Read more

Customer Reviews (1)

Arrival later than other sellers
The book has still not arrived and was ordered a week ago. Shipment much later as compared to other sellers. ... Read more

Product Description
A real-world guide to the essential principles of knowledge management. Shows how KM and CRM technologies work, and how they impact the IT infrastructure. Also shows how to use team-building and goal-setting exercises to create excellent KM/CRM projects, and how to align e-business strategy and technology choices. Softcover. DLC: Knowledge management. ... Read more

Customer Reviews (2)

crammed full of information
This is one heck of a book. I had to get it for a class in Knowledge Management.
This is not an easy read. It was written for those who are already in the management profession and is definitely not "dumbed down" for the ignorant masses.
But if you are sincerely want a comprehensive understanding this seems like a decent book.

Review from an Experienced Marketing Manager w/ an MBA
This book is a must read for any Executive through manager in a company that is entertaining a CRM implementation.The book covers many helpful hints and constructs that will help save time, money, and human capital.In today's business climate of collaborative solutions pitched by the major competitors (SAP, Siebel, PeopleSoft, J.D. Edwards, etc.), many of their software offerings, solutions, and web sites are geared from their perspective.It's not too hard to get lost in all of their jargon.This book shows the other side--from an business point of view--to implementing a knowledge CRM business strategy.The book covers how to evaluate people for the team and progress throughout the project.The tables throughout the book are outstanding as they compare, contrast, list critical success factors, metric measurement, audit questions and methods, etc. ... Read more