Regular
One of my frequent messages is that we need to stop ‘doing things’ to people and start to work together. Let me explain.
People often ask me ‘How do we make people share?’ or ‘How so we make people adopt social tools?’ or, more generally, ‘How do we make people more engaged?’.
That little word ‘make’ comes up time and again. It’s really obvious when it does and I wince every time I hear it.
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Feature
One could be forgiven for approaching this subject with a degree of pessimism. However, it should not be seen in such a negative light. The current financial crisis has undoubtedly posed problems for the legal profession and those involved in devising knowledge management (KM) strategies for the short and medium term.
It has been argued in the past that KM has been too dependent upon technology; this approach has changed but in the current climate an organisation’s restrictions on spending money on IT will no doubt affect the ability of KM professionals to implement KM solutions.
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Feature
Ensuring that fee earners and partners fulfill their responsibilities from a knowledge contribution point of view is a task that has traditionally proven difficult for knowledge management (KM) professionals.
Back in 2006, in KIM Legal’s launch issue cover feature, interviewees commented on the ‘knowledge is power’ attitude, which was prevalent among lawyers at the time. This, combined with the constant pressure to complete billable activities, meant that updating a precedent or posting information to the knowledge repository were often far down lawyers’ list of things to do.
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Special
This masterclass will show you how to use content analysis techniques to turn the tables on the knowledge glut. The increasing volume of information flows becomes an intelligence advantage, rather than an overwhelming challenge.
The techniques, when learned, are simple and inexpensive, ideal for times when money is scarce. On the other hand, it will increase the value and productivity of work groups because they will be working with a much higher level of common knowledge.
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Regular
With the schools snowbound and closed for a few extra days last month, I persuaded my daughters to help me build an igloo. It’s something I’ve always wanted to do.
It took a lot longer than I thought and the pretence that this was ‘Dad helping them’ began to slip after a while, as my co-labourers needed a hot chocolate break or two along the way. I improvised with Tupperware boxes to make my bricks, learned as I went, and bullied/bribed my girls to hold up the walls when we got to the tricky bits.
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Feature
Our senior leaders do not want just another staff consultation exercise, nor an experiment in how to use online forums or blogs to stimulate staff interaction. Instead, the KM team has been asked to partner with the senior leaders and given the remit to be as innovative and creative as possible in finding ways to enable our staff to generate – and share – their best ideas to help shape the company’s future.
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Feature
If there’s one thing you can say about knowledge management (KM) professionals, it’s that we’re a flexible lot. We wear many hats as we endeavour to facilitate change – often in uncooperative and, perhaps even, adversarial environments. Being successful necessitates pushing the limits of our flexibility and, true to the multi-disciplinary nature of our field, drawing inspiration from unlikely sources.
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Regular
In the early days of Web 2.0, when the internet first became a publishing medium open to the public, people tagged their material with their own descriptive words. They discovered that this was a pain because people used different words to label similar items, or forgot which words they had used, so they could not use them effectively as search terms.
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