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Collaborative Knowledge Networks

Collaborative Knowledge Networks

          
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About the Book

Breaking down silo mentalities and encouraging employee collaboration is imperative in terms of driving innovation and cost savings for organisations in today's competitive market. Yet this sizable task is far easier said than done and remains a constant challenge for knowledge workers. Ark Group's report on Collaborative Knowledge Networks offers practical case studies and advice from your peers on developing collaborative knowledge networks that generate value from your knowledge-based assets. The expert contributions from Stephen Dale, David Galipeau, Javier Martinez, Rooven Pakkiri, Curtis Conley, Daanish Khan and Josh Liu reveal how to: * Use key tools and methodologies that facilitate knowledge-sharing; * Identify the traits of good collaborators, and overcome resistance; * Identify areas where internal and external collaboration can be improved; * Capture tacit knowledge through cross-departmental knowledge sharing; * Deploy a successful social network for your organisation; and, * Foster an effective knowledge-sharing culture. Insightful real-life case studies and personal perspectives highlight the processes behind setting up collaborative knowledge networks, their key benefits, and the results you can expect to achieve. These include: * Creating a collaborative knowledge culture at Lewis Silkin LLP; * Improvement and innovation through online sharing at the Local Government Association, UK; * Sharing ownership of a collaboration platform (QUT SharePoint User Community) at Queensland University of Technology; * Collaboration stories from Applied Intelligence Atelier, Canada; and * A perspective on the importance of an expert database for collaboration from a knowledge manager at Mindtree Ltd India. Promote a knowledge-sharing culture that fosters idea creation and competitive advantage for your organisation.

Table of Contents:
Executive summary...VII About the authors ...IX Part One: Expert advice on collaborative knowledge networks Knowledge is power - But only for those in the know... 3 By Daanish Khan, head of strategy and marketing for MindLink Software Ltd Communication versus collaboration...3 Knowledge creation and capture...5 Extracting value from knowledge...6 Putting it all together...7 The ART of collaboration... 9 By Stephen Dale, Collabor8Now Ltd The attributes of a good collaborator...9 The obstacles to collaboration...10 Summary...14 A good facilitator for cross-department knowledge sharing and collaboration ... 17 By Josh Liu, CEO and co-founder of Acrossio Capturing tacit knowledge through cross-department knowledge sharing...17 Think of tacit knowledge and collaboration during KM strategy development...17 Three key steps to forming an effective knowledge sharing flow...18 A good facilitator and motivator: KM's role in tacit knowledge sharing.19 How do you encourage people to share knowledge? ...20 Collaboration culture - Solving the user adoption challenge... 23 By Rooven Pakkiri, head of social business, Collaboration Matters 10 practical steps to deploying a successful social business platform...23 Identifying critical success factors for Enterprise Social Network success... 29 By Curtis A. Conley, enterprise collaboration solution architect at Kellogg Critical success factors...29 Factors related to the ESN initiative ...30 Factors related to the organization ...31 Factors related to the ESN manager...32 Factors related to the ESN team...33 Factors related to the external environment...33 Conclusion...34 Collaboration lifecycle - An argument for citizen collaboration for inclusive innovation... 35 By David Galipeau, Knowledge, Innovation and Capacity Practice co-leader, Asia and the Pacific Regional Centre, United Nations Development Programme Governments and citizens: How context matters36 Linear shift...37 Multi-dimensional shift ...37 People-centred public institutions...38 Networks aside, social innovation will not happen without social investments...39 Degree of financial and non-financial stakeholder ownership...39 To share or not to share (that is the question)... 43 By Javier Martinez Aldanondo, KM manager at Catenaria and director of Knoco, Chile Redesign education...44 Redesign of organizations...44 Why is collaboration important? ...45 Making collaboration happen...46 What tools and methodologies facilitate the sharing of knowledge?...47 Conclusion...47 Part Two: Case studies and personal experiences with collaborative knowledge networks The people aspect of collaborative knowledge networks... 51 By Arshad Ahmed, knowledge management practitioner How do organisations get their people to collaborate?...51 Supporting local government to improve and innovate through sharing online... 55 By Liz Copeland, knowledge manager, Local Government Association The start of a journey ...55 The motivation for change...56 Embracing the change ...56 Technology as the enabler...57 The proof is in the pudding ...58 Looking to the future...59 A personal perspective on the importance of collaborative knowledge networks ... 61 By Kgothatso Mamabolo, knowledge management specialist at Kumba Iron Ore Establishing knowledge networks to promote collaboration ...61 The main challenges...61 Encouraging individuals to collaborate more effectively with others...62 The benefits of collaborative knowledge networks for the organisation..62 The benefits of collaborative knowledge networks for the individual...63 Applied Intelligence Atelier - Agile online collaboration stories... 65 By Joel Muzard, co-founder and chief knowledge officer of Applied Intelligence Atelier Mini case study 1: The 'John Case' story.66 Mini case study 2: Publishing of the first Francophone journal for KM4DEV...66 Mini case study 3: Agile knowledge work at Applied Intelligence Atelier67 Mini case study 4: Redesigning the new pedagogy and the new learning environment for the twenty-first century society ...68 Tools and methods: Real-time online collaboration...68 Assessing the real-time collaboration experience ...69 A new phase is ahead...69 Sharing ownership of a collaboration platform - The roles of the QUT SharePoint User Community... 71 By Natalie Ryan, information management coordinator, Division of Technology, Information and Learning Support, Queensland University of Technology (QUT) Background...71 QUT SharePoint User Community ...71 Outcomes...72 How the group contributes to the service 73 Points to ponder .75 Next steps...75 Creating a collaborative knowledge culture at Lewis Silkin LLP ... 77 By Penny Newman, director of people and knowledge at Lewis Silkin LLP The strategic decision...77 Our team and our approach...78 Culture and team working...79 Actions for developing a collaborative KM culture...79 Benefits for Lewis Silkin...83 Profiling an organization's experts - Collaborative knowledge networks at work... 85 By Karthikeyan Palanisamy, knowledge manager, Mindtree Ltd The importance of an expert database for collaboration ...86 Who is an expert?...86 A template for an expert profile...87 Conclusion...88


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Product Details
  • ISBN-13: 9781783580217
  • Publisher: Globe Law and Business Ltd
  • Publisher Imprint: Ark Group
  • No of Pages: 100
  • ISBN-10: 1783580216
  • Publisher Date: 29 May 2013
  • Binding: Paperback


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