Knowledge for Development, LLCLearning Log - A Novel about Knowledge Management

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My first year anniversary was coming up. Karen Johnson was keeping track. I wouldn't have remembered at all. No one was mentioning Mr. K even though he was supposed to be returning soon. I wasn't inquiring about his status either. My assumption was that he was enjoying what he was doing and would eventually return.

Karen called me into her office and asked me for a "quick" update. I did my best to bring her up to speed with the latest activities that we were implementing across the organization, I mentioned some of the successes, some of the remaining challenges. She listened attentively. Then she asked a few questions. Finally, she looked at her watch, a sure sign that she was supposed to be somewhere else or should be somewhere else within a few minutes. Then she looked at me and smiled.
"You've done some really good work, Sam. I'm quite amazed at how far we've gone in just over a year. I think we're ready."
I looked back at her, unsure of what she meant and waited for her next words.
"Don't you?" she asked.
"Ready for what exactly?"
"We're ready to scale up. Right now it's just your individual efforts pushing these activities in some of the divisions. Would you say these activities cover 10%, 50% or 80% of the organization?"
I didn't have to think too long.
"Ten percent."
"When you started here about a year ago, you said we were a 5 or 6 on a scale of zero to 10. Is that right?"
I nodded.
"And you were being very generous. So perhaps we've gone one or two points up on the scale. That's not the end of the game. Don't you think our goal should reach for a 10? Don't you think we need to cover 95% of the organization? I mean all these activities are great but we're doing doing anything systematically or consistently across the organization. We need to go to scale."

She stood up and picked up her notebook.
"Why don't you prepare a 20 minute presentation for the next ~All-Hands? I want everyone in this organization to be aware of what is happening in these KM activities. I want 80% of the organization's projects and office to be engaged in some kind of KM activity by the end of next year. Do you think it can be done?"
Now my head was spinning.
"I have no idea, Karen. It might be a little ambitious."
She smiled at me.
"That's exactly what we need. We need an ambitious goal. It's not as if I'm asking for the Development Office to win 80% of the proposals they send out. This is something entirely within our control internally. We can do this. YOU, you get to figure out how."

She was already walking out of the office and turned around. "As usual, let me know what resources you need. I can't promise anything but I believe in your work. Don't be shy about asking."
She disappeared. I stayed put in her office for a few minutes, scrambling to catch up with a few notes about the conversation and what she had asked me to do. I needed a presentation ready in five days. Most importantly, I needed a strategy to scale up knowledge management activities within the organization.

~All-Hands meetings were typically well attended. We used the Conference Center. It could hold as many as 500 people and was used primarily to host large external events. The New York office had its own video connection. The New York office connection was fully interactive, which meant that people sitting in the New York office could participate in the Q&A sessions and even present from New York. That gave me an idea already. Within a few minutes of thinking about the presentation, I realized that 20 minutes was a short amount of time.

I must have been seating in Karen's office for a while because she was back. She walked in surprised to see me there.
"I need more than 20 minutes," I blurted out.
She looked at me, as if trying to recollect where our conversation had been when she left.
"I see."
She looked through the papers on her desk and handed me a copy of the draft agenda for the ~All-Hands.
"I was going to give you my 20 minutes. Feel free to go negotiate more time with the other speakers."
I looked at the list and grimaced.
"Yeah! Good luck!" she added.

By the time I walked out of the room, the seed of an idea had appeared. If only I could make it grow. Back in my office, I came up with a quick list of people who could talk about their experience with KM activities over the past 12 months. To get more than 20 minutes of speaking time, I needed to co-opt some of the existing speakers. Sally Skeptic was least likely to give up her time. She wasn't directly involved in any KM activity but talking to her was definitely worth it, if only to get a sense of the kinds of wrenches she might throw my way during or after the presentation. She had a 20-minute slot on the agenda to talk about budget issues. People would want to listen to that. On the other hand, to get Sally on my side at this particular moment in time, in front of the entire organization would be a major coup. I had to try.

The next three days passed like a blur. I spoke to all the ~VPs and most of the individuals directly involved in managing KM activities. I explained what my task was. Approving nods followed. I explained what my approach was going to be. Frowns appeared. I had to repeat myself. They were not sure they had heard me correctly.
"Yes, I don't plan on using a ~PowerPoint. Actually, I won't be doing most of the talking. I'm just going to say a few words at the end. Mostly I want you to talk about what you've been doing, from the perspective of your project. I want you to talk about what you've seen as the benefits of doing these KM activities."

Steve Server was the one who looked at me as if I had totally lost it.
"You do remember that our [[social bookmarking|Social Bookmarking]] project totally flopped, don't you?"
"I know that. I don't care. The blog seems to be taking off. All you have to do is explain why you think the social bookmarking failed and the blog is working. We're not trying to paint a rosy picture. We're trying to explain what we've worked on, what worked, what didn't work, what we learned in the process. I just think that if you guys all talk about your own experience, it will be much more powerful than if I talk for 20 minutes."
"No slides?"
"No slides. All I'll have is a one page handout with the names of the people managing the KM activities mentioned."
"If you manage to get people to pay attention, these people are going to get a lot of phone calls asking for help," he added, already thinking ahead.
"We can handle that. If there's demand for knowledge sharing across project, we can certainly handle that. That's the whole idea... get people talking to each other. Obviously, we're not going to ask you or Sally or anyone else to have 20 separate meetings with individual folks to explain what they've been doing. We would need to be a little more organized. So this ~All-Hands is just about getting everyone's attention. I won't have a fully developed strategy by next Tuesday. That's not realistic. I think we can take it one step at a time. We'll see how people react and we'll go from there."

Friday afternoon was here already and I had commitments from every speaker on the agenda to either address KM issues they had been facing or to present something related to their KM activities, or in the case of Sally Skeptic, to give me five minutes of their time. I walked into Karen's office with a copy of the revised agenda and handed it to her, very proud of myself. She looked at it and smiled.
"Impressive.... so what's the scale up strategy?"
"I don't know yet and I won't know by Tuesday. I don't think I should come up with the strategy on my own. Ideally, Tuesday's meeting will increase awareness across the organization and create a strong enough momentum to get some key people sufficiently interested to help me with the strategy."
"The Management Council can help you."
"I was thinking of something a little more grassroots. You've really been very helpful in getting the leadership to understand what I was doing and to buy-in, for the most part. I need to reach out more to the grassroots now. Otherwise, it's going to look like a top-down strategy."
She nodded.
----
[[30. All-Hands]]
[[Learning Log - 12/05]]
[[Discussion: Stages of Implementation]]
[[KM Stages of Implementation Resources]]
[[Social Bookmarking Resources]]
----

''What is Didactic Fiction''
Didactic fiction is fiction with a message. It is fiction that tries to do more than entertain the reader. It is meant to share a message. The primary objective is to teach something. Storytelling is the method chosen to convey that message.

''Examples of Didactic Fiction''
I have written elsewhere about the variety of [[fictional works that can be considered didactic fiction|http://www.knowledgefordevelopment.com/uploaded_images/Didactic-Fiction-703468.jpg]]. These include novels of idea, fictional case studies, fables, some historical fiction and business novels.

''Business Novels''
One of the best explanations of the business novel concept is provided by Jeff Cox who is one of the most prolific writers of business novels.

>//"A business novel is a book-length work of fiction with characters and story that thematically deal with a business concept or business experience and in which a major intent of the author or authors is to enlighten or educate the reader, usually to bring about some sort of organizational improvement.

Business fiction is a subset of didactic fiction, which has a long history in world literature. Plato's dialogues of Socrates are prime examples of didactic fiction, as are most teaching stories, whether secular or religious. That a text is fiction does not of course designate that its content is untrue."//

//Source: [[What is a Business Novel?|http://www.jeffcox.com/jcblog/?page_id=32]], by Jeff Cox.

Jeff Cox, Patrick Lencioni, and Ken Blanchard are perhaps the two most prolific authors of business novels and business parables, but there are more [[examples of business novels and business fables|Examples of Business Novels & Business Fables (1980-1999)]].

Barbara Fillip.  This wiki is hosted within the website of [[Knowledge for Development, LLC|http://www.knowledgefordevelopment.com]]. My [[blog|http://www.knowledgefordevelopment.com/blogger.html]] can also be found on that website as well as a [[trail of previous work|http://www.knowledgefordevelopment.com]].   I can be found on [[Twitter|http://twitter.com/barbarafillip]], [[LinkedIn|http://www.linkedin.com/in/bfillip]], and [[Diigo|http://www.diigo.com/profile/bfillip]].  

I've been engaged in what I call [[fiction doodling]] for most of my life and came to see it as fun brain exercise.  Sometimes I take it seriously -- I consider this novel my most serious effort to date -- but most of the time I don't.   It is something I do between 4 and 6 in the morning and not what I get paid to do during the day -- //I thought I might clarify that, just in case my wonderful employer starts wondering when I find the time to doodle. :)//

During the day (as of July 2009), I work as a Knowledge Management Project Manager in the [[Office of the Chief Knowledge Officer at the NASA Goddard Space Flight Center|http://www.nasa.gov/goddard/ocko]] under contract with [[Library Associates Companies|http://www.libraryassociates.com]] (LAC).  I therefore qualify as a knowledge management practitioner rather than an academic or a consultant, but I've also taught and I've been a consultant.    

See also:
* [[Knowledge for Development, LLC|http://www.knowledgefordevelopment.com]].

!The Elevator Pitch
''The Plot''
__Learning Log__ is the story of Sam L., a mid-career professional woman who takes on a new job and a challenge to transform the organization that just hired her into a [[learning organization]].  Like any average person, she has a life outside of work, including a long standing friendship, twin boys on their way to college and some loose ends in her personal life.  As Sam tackles these challenges, she keeps track of some of her thoughts and what she is learning -- hence the title, __[[Learning Log]]__. 

''The Genre: Business Novel''
__Learning Log__ is a [[business novel|About Didactic Fiction]]. It is meant to be [[didactic|Didactic... in a Good Way]].  I have tried to explain [[didactic fiction|About Didactic Fiction]] as "fiction with a message".  The message (or didactic theme) in __Learning Log__ is [[Knowledge Management|Knowledge Management Theme]].

''The Media''
__Learning Log__  was not conceived of as a traditional printed book (though it could work in that format as well).  It uses a [[wiki|Why a Wiki?]] as presentation tool but it is not a wiki.  It is a story with a beginning and an end, a sequence of  [[tiddlers|Tiddler]] (text sections) that should be read in the proper sequence. There is probably a way to publish it so that readers can contribute to it but at this point it is not meant as a collaborative project.  It has a single author and if adjustments are made, a different version would be published.  It is not an ebook either.  Perhaps this is a type of [[unbook]]. 

''Target Audience''
I have some ideas about what it could be useful for, some [[intended uses|Intended Uses]], and I'm hoping that reader [[feedback|Feedback]] will help me refine these ideas as well as develop [[other versions or additions|Future Versions]].  

!More Details
Click on the links in the section above or follow the links below. 
[[Author's Introduction]]
[[About Didactic Fiction]].
[[Knowledge Management Theme]]
[[Why a Wiki?]]
[[Intended Uses]]
[[White Paper]]
[[Seeds of an Idea]]
[[Fiction Doodling]]
[[Writing about the Novel on my Blog]]
[[Future Versions]]
[[About the Author: Barbara Fillip]]

This novel was written entirely using a [[wiki]] called [[TiddlyWiki]]. I might even call it a "green novel".  I did not print a single scene from it in the revision process.  I printed a total of about 30 pages of revision notes at one point to think through the revision process.

In the writing phase, I added a word count plugin that helped me keep track of progress - a bean counting approach to measuring "progress".   Towards the end of the first revision phase, when I was starting to think about how this could possibly work if people had to read it on a screen, I discovered how to adjust the font size and eventually added the adjustable font size plugin.  I wish I had done that much sooner.

Transferring the wiki to my website is easy as long as I keep it as a static set of html pages.  It gets a little more complicated to set it up so that individual tiddlers can be updated live.  I am not going to try that with this version.   Therefore, it is not a traditional wiki where a group of individuals can contribute and collaborate.  It's a novel written and presented via a wiki.  

''Related topics''
* I've explained elsewhere [[why I selected to use a wiki for this project|Why a Wiki?]].
* There are [[two types of hyperlinks|Understanding Links]] (internal and external) and they are represented differently.
* I've also mentioned possible wiki upgrades in the section on [[future versions|Future Versions]].

This tag pulls together sections explaining what this novel is about not so much as in providing a synopsis of the novel but in talking about how it was developed, what genre it fits into, and what I was trying to accomplish as the author.  

See the links to the left for details.

|!Definitions|
|Action Learning @ Wikipedia|http://en.wikipedia.org/wiki/Action_learning|
|Action Research @ Wikipedia|http://en.wikipedia.org/wiki/Action_research|
|!Organizations|
|World Institute for Action Learning|http://www.wial.org/|
|See the overview of action learning|http://www.wial.org/actionLearning.shtml#overview|
|!Reading List & Websites|
|Reading list|http://www.actionlearningassociates.co.uk/resources/index.html|
|Websites|http://www.actionlearningassociates.co.uk/resources/links.html|

"The AAR is a simple process used by a team to capture the lessons learned from past successes and failures with the goal of improving future performance. It is an opportunity for a team to reflect on a project, activity, event or task so that the next time, they can do better."
Source:[[Knowledge Sharing in the CGIAR|http://www.ks-cgiar.org/index.php?option=com_content&task=view&id=20&Itemid=51]]

See also [[Pause & Learn Resources]]

Knowledge Management has fascinated me for more than a decade now. It is not my only field of interest -- I dabble in a number of related fields -- and I do not claim to be a knowledge management expert. What I am is a KM practitioner who finds herself often frustrated with the gap between theory and practice, the gap between what the field refers to as 'best practices' and the realities of the workplace.

I have found KM to be a field where there are few true experts, more thinkers and talkers than "doers" (the "doers" are out there, they're just not as vocal), and a few too many "sellers". I wanted this book to reflect that 1) I have nothing to sell in terms of an approach or a methodology; 2) I don't claim to have all the answers -- the book does more to raise questions than to provide answers; and 3) working full time in a KM position, I deal with the challenges of KM in the workplace on a daily basis and therefore, if anything, the story told in the pages of this book is about the messy space of the real world rather than the neatly organized pages of a textbook or even a handbook oriented towards practitioners.

This book is perhaps as much about critical thinking applied to KM as it is about KM itself. It is also about becoming a more reflective KM practitioner, about personal knowledge management. It is about experimenting, learning from doing, and taking small steps forward, looking for momentum rather than attempting to design grand strategies and all encompassing KM models.

__Learning Log__ belongs to the small but growing genre of business novels. Jeff Cox, one of the most prolific and successful co-author in this genre, defines a business novel as "//a book-length work of fiction with characters and story that thematically deal with a business concept or business experience and in which a major intent of the author or authors is to enlighten or educate the reader, usually to bring about some sort of organizational improvement.//"(1)

It seemed to be the most appropriate approach: a year in the life of a fictional KM practitioner. What better way to showcase the very real workplace challenges faced by KM professionals? At a time when the KM field and business in general are embracing storytelling, it seemed to be a good idea.

One of the first things I did as this idea was emerging was to read as much didactic fiction as I could get my hands on. I read business novels, fables and parables. Between 2008 and 2009, more than half of my blog posts were related to didactic fiction, connecting the various examples I was reading to what I was trying to achieve with __Learning Log__. I knew I wanted to write something that was as close as possible to a real novel with a realistic plot and multidimensional characters. The story had to stand on its own. The didactic element would be flexible, more based on the plot's evolution than on any preplanned sequence of themes or modules. Whether I have achieved these goals remains to be seen.

I hope you will enjoy the story and I would welcome feedback.

Barbara Fillip

----
Note:
(1) [["What is a Business Novel?"|http://www.jeffcox.com/jcblog/?page_id=32]] Jeff Cox - (//External Link//)

|!Resource|!URL|
|Steve Denning, "Budget for Knowledge Management."|http://www.stevedenning.com/Knowledge-Management/budget-of-knowledge-management.aspx|
|Carla O'Dell, "How will KM Budgets Weather the Downturn?"|http://kmedge.org/2008/12/knowledge-management-budgets-2009.html|

|! Resource |! URL|
|The Benefits of KM|http://www.kikm.org/KM_Benefits.htm|
|David Skyrme, "Making the Business Case for Knowledge Management: As Simple as ABC?"|http://www.skyrme.com/updates/u52_f1.htm|
|Eugene F. Yelden & James A. Albers,  "The Business Case for Knowledge Management," Journal of Knowledge Management Practice, August 2004|http://www.tlainc.com/articl69.htm|
|See also [[Measuring Results Resources]]|

|! Resource|! URL|
|"Change Management and Knowledge Management Initiatives," 2006|http://strategiclibrarian.com/2007/07/22/change-management-knowledge-management/|
|"KM and Change Management," Inside Knowledge Magazine, Volume 6, Issue 8 (May 2003)|http://www.ikmagazine.com/xq/asp/sid.0/volume.6/issue.8/qx/displayissue.htm|
|Kotter's 8-Step Change Model|http://www.mindtools.com/pages/article/newPPM_82.htm|
|John P. Kotter, __Leading Change__, Harvard Business School Press, 1996|Book|
|John P. Kotter and Dan S. Cohen,__The Art of Change: Real Life Stories of How People Change their Organizations__, 2002|Book|
|"Our Iceberg is Melting" John Kotter|http://www.ouricebergismelting.com/html/seminar_leadingchange.html|
|Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, Al Switzler, __Influencer: The Power to Change Anything__, 2007|Book|

|! Collaboration & Office Space|
|"Why Office Design Matters" by Thomas Davenport, HBS Working Knowledge, 2005|http://hbswk.hbs.edu/archive/4991.html|
|"Office Design Case Study: How Cisco Designed the Collaborative Connected Workplace Environment," CISCO|http://www.cisco.com/web/about/ciscoitatwork/business_of_it/connected_workplace.html|
|"Three Office Designs for Maximizing Collaboration," by Jane Hodges|http://www.bnet.com/2403-13056_23-190685.html|
|"Creating Learning Spaces through Collaboration," in Educause Quarterly|http://www.educause.edu/EDUCAUSE+Quarterly/EDUCAUSEQuarterlyMagazineVolum/CreatingLearningSpacesThroughC/163850|
|!Collaboration|
|PSO & IICD, "I collaborate, E-collaborate, We collaborate: A collection of stories about e-collaboration experiences,"|http://www.iicd.org/files/PSO_IICD_ecolaboration_spreads.pdf|

|! Resource|! URL|
|The Green Chameleon, "How to Plan a KM Communications Strategy" (concept map)|http://www.greenchameleon.com/gc/guide_detail/how_to_plan_a_km_communications_strategy/|
|I&~DeA, "Communications Strategy"|http://www.idea.gov.uk/idk/core/page.do?pageId=8179255|
|Mark Schenk, Shawn Callahan & Andrew Rixon, "Our Take on 'How to Talk about Knowledge Management'," Anecdote Whitepaper|http://www.anecdote.com.au/papers/AnecdoteOurTakeOnKM.pdf|

"Communities of practice (or CoPs) are groups of people who share a passion for something that they know how to do and who interact regularly to learn how to do it better."
Source: [[Knowledge Sharing in the CGIAR|http://www.ks-cgiar.org/index.php?option=com_content&task=view&id=25&Itemid=60]]

''Related Resources''
"Selecting Communities of Practice," [[Knoco White Paper|http://www.knoco.com/Knoco%20whitepaper%20_%20selecting%20a%20CoP.pdf]].
"Evolution of a Community of Practice," [[Knoco White Paper|http://www.knoco.com/Knoco%20white%20paper%20-%20evolution%20of%20a%20community.pdf]].

>//A concept map is a diagram showing the relationships among concepts. They are graphical tools for organizing and representing knowledge. They include concepts, usually enclosed in circles or boxes of some type, and relationships between concepts indicated by a connecting line linking two concepts.// 
>(Source: Wikipedia, [[Concept Map|http://en.wikipedia.org/wiki/Concept_map]]).

''Related Resources''
[[Concept Mapping Resources]]

|! Definitions|! URL|
|Concept map on Wikipedia|http://en.wikipedia.org/wiki/Concept_map|
|See also Mind map on Wikipedia|http://en.wikipedia.org/wiki/Mind_map|
|!Tools|
|List of mind mapping software on Wikipedia|http://en.wikipedia.org/wiki/List_of_Mind_Mapping_software|
|List of concept mapping software on Wikipedia|http://en.wikipedia.org/wiki/List_of_concept_mapping_software|
|!Papers|
|Joseph D. Novak & Alberto J. Cañas, "The Theory Underlying Concept Maps and How to Construct and Use Them"|http://cmap.ihmc.us/Publications/ResearchPapers/TheoryCmaps/TheoryUnderlyingConceptMaps.htm|
|A huge collection of papers from the Institute for Human and Machine Cognition (creators of Cmap)|http://cmap.ihmc.us/Publications/|
|! Other Resources|
|Power Mapping Blog|http://powermapping.ideamappingsuccess.com/IdeaMappingBlogs/|

|! Resource|! URL|
|Nancy Dixon's Blog: Conversation Matters|http://www.conversation-matters.org/|
|Nancy Dixon, "The Incentives Question or Why People Share Knowledge?" March 2009|http://www.nancydixonblog.com/2009/03/the-incentive-question-or-why-people-share-knowledge.html|
|Nancy Dixon, "Four Conversations to Address Adaptive Change," March 2009|http://www.nancydixonblog.com/2009/03/four-conversations-to-address-adaptive-challenges.html|
|Nancy Dixon, "What do we get from conversation that we can't get any other way?" April 2009|http://www.nancydixonblog.com/2009/04/what-do-we-get-from-conversation-that-we-cant-get-any-other-way.html|
||!Books|
|Annette Simmons, __A Safe Place for Dangerous Truths: Using Dialogue to Overcome Fear and Distrust at Work__.|1999|
|Kerry Patterson, Joseph Grenny, Ron ~McMillan, and Al Switzler, __Crucial Conversations: Tools for Talking when Stakes are High__.|2002|
|Douglas Stone, Bruce Patton, Sheila Heen, Roger Fisher, __Difficult Conversations: How to Discuss what Matters Most__.|1999|
|Bill Treasurer, __Courage Goes to Work: How to Build Backbones, Boost Performance, and Get Results__.|2008|

|! Resource|! URL|
|The Decision Making Source Site|http://www.decide-guide.com/index.html|
|See in particular "Documenting Decisions"|http://www.decide-guide.com/documenting-decisions.html|
|Gregg Fraley, __Jack's Notebook: A Business Novel about Creative Problem Solving__|http://www.greggfraley.com/|

[[Learning Log Book Cover]]
[[Where to Start]]

The term "didactic", when associated with a novel, tends to have a negative connotation.  A didactic novel is ... a boring novel.  If a novel is written as a pure piece of entertainment, then calling it "didactic" is definitely a criticism.  If a novel is meant to be didactic, then that's precisely what it's supposed to be and the author shouldn't apologize for it.  I would hope that this novel is didactic in a good way, precisely because it is meant to be didactic.  At the same time, if it's not interesting enough, people won't read it voluntarily and it might turn, at best, into nothing more than a long, boring reading assignment.  I have tried to walk that fine line.

[[Tiddlers|Tiddler]] tagged as ''Discussion'' are meant to provide ideas for individual reflection or group discussion.  If anyone is going to use this novel in the context of a course, I'd recommend that they adapt the questions to their needs or create their own discussion questions.  

If anything, the following questions can always be asked:
1. "What's wrong with this story?"
2. "How would you have written it differently?"
3. "How realistic is it?"  How does it compare to your organization?
etc...

See also my ideas for possible [[revisions|Future Versions]].

* Take a look at the poster developed by APQC: "[[Road Map to Results APQC’s Road Map to Knowledge Management Results: Stages of Implementation"|http://www.trwib.org/agingtoolkit/documents/KM_Road_Map_to_Results_Poster_2007.pdf]]. @@color(red): Warning: You will need to zoom in to be able to read the matrix@@.
* How is that approach different from what Sam L. has been doing at KBO? The sequence of phases seems to be different, isn't it?  Sam is going around starting pilot activities without much of a strategy in place.  Her plan -- even if she hasn't articulated it very well yet -- is to develop the strategy based on what the organization has learned from the pilots.  How would you determine which approach is more appropriate?  

''Resources''
[[KM Stages of Implementation Resources]]

|!Definitions|!URL|
|Emotional Intelligence, Wikipedia|http://en.wikipedia.org/wiki/Emotional_intelligence|
|! Emotional Intelligence & Knowledge Transfer|
|Enhancing Knowledge Sharing: The Moderating Effect of Emotional Intelligence on Dysfunctional Mental Models - A Framework for Enhancing Communication and Knowledge Sharing|http://www.slideshare.net/michellefarabough/emotional-intelligence-dysfunctional-mental-models-and-improving-communication|
|Brent Decker, Rafael E Landaeta and Timothy G Kotnour, "Exploring the relationships between emotional intelligence and the use of knowledge transfer methods in the project environment," Knowledge Management Research & Practice (2009) 7, 15–36|http://www.palgrave-journals.com/kmrp/journal/v7/n1/full/kmrp200829a.html|
|David Lee, "How Employee Emotions Affect Your Organization’s Ability to Compete"|http://www.humannatureatwork.com/Employee-Motivation-Articles-2.htm|
|David Lee, "The Emotional Side of Intellectual Capital"|http://www.humannatureatwork.com/Intellectual-Capital-Articles-1.htm|
|David Lee, "Intellectual Capital: If you don't appreciate it, you will depreciate it"|http://www.humannatureatwork.com/Intellectual-Capital-Articles-2.htm|
|Dan Cohen, "Change Management: Emotions Count" CIO, December 2005|http://www.cio.com/article/14745/Change_Management_Emotions_Count|
|Fineman, S. 2003. Understanding Emotion at Work. London: Sage|Book|

What's the difference between a "business novel," a "business fable," a "leadership fable" and a "leadership story"? While all the titles listed below quality as [[didactic fiction|About Didactic Fiction]], some of them are definitely not novels. The list is chronological. 

|!Cover|!Authors|!Title|!Publication Date|
|[img[Images/TheGoal.jpg]]|Eliyahu M. Goldratt & Jeff Cox|The Goal: A Process of Ongoing Improvement| 1984 |
| |Leonard Schlesinger & Ardis Burst|The Management Game| 1987 |
|[img[Images/Zapp.jpg]] |William Byham & Jeff Cox|Zapp! The Lightning of Empowerment: How to Improve Productivity, Quality, and Employee Satisfaction| 1988 |
|[img[Images/QuadrantSolution.gif]]|Howard Stevens & Jeff Cox|Quadrant Solution: A Business Novel that Solves the Mystery of Sales| 1991 |
|[img[Images/FlyingFox.jpg]]|John Butman|Flying Fox: A Business Adventure in Teams and Teamwork| 1994 |
|[img[Images/Heroz.jpg]]|William Byham & Jeff Cox|Heroz: Empower Yourself, Your Coworkers, Your Company| 1995 |
|[img[Images/Runamok.jpg]]|Tom Park|Runamok: A Novel about the Realities of Small Business| 1996 |
|[img[Images/Deadline.jpg]]|Tom ~DeMarco|The Deadline: A Novel about Project Management| 1997 |
|[img[Images/Venture.jpg]]|Jeff Cox|The Venture: A Business Novel About Starting Your Own Company| 1997 |
|[img[Images/FiveTemptations.jpg]]|Patrick Lencioni|The Five Temptations of a CEO: A Leadership Fable| 1998 |
|[img[Images/WhoMoveMyCheese.jpg]]|Spencer Johnson|Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life| 1998 |
|[img[Images/SellingTheWheel.jpg]]|Jeff Cox|Selling the Wheel: Choosing the Best Way to Sell for You, Your Company, Your Customers| 2000 |
|[img[Images/FiveDysfunctions.jpg]]|Patrick Lencioni|The Five Dysfunctions of a Team: A Leadership Fable| 2002 |
|[img[Images/GhostStory.jpg]]|Carol Kinsey Goman|Ghost Story: A Modern Business Fable| 2002 |
|[img[Images/TheCure.jpg]]|Jeff Cox & Dan Paul|The Cure: Enterprise Medicine for Business: A Novel for Managers| 2003 |
|[img[Images/SquirrelInc.jpg]]|Steve Denning|Squirrel Inc.: A Leadership Fable| 2004 |
|[img[Images/DeathbyMeeting.jpg]]|Patrick Lencioni|Death by Meetings: A Leadership Fable about Solving the Most Painful Problem in Business| 2004 |
|[img[Images/silos.jpg]]|Patrick Lencioni|Silos, Politics and Turf Wars: A Leadership Fable About Destroying the Barriers That Turn Colleagues Into Competitors| 2006 |
|[img[Images/Navigating.jpg]]|James Fisher|Navigating the Growth Curve: 9 Fundamentals that Build a ~Profit-Driven, ~People-Centered, ~Growth-Smart Company| 2006 |
|[img[Images/ImperfectBoardMember.jpg]]|Jim Brown|The Imperfect Board Member: Discovering the Seven Disciplines of Governance Excellence| 2006 |
|[img[Images/Iceberg.jpg]]|John Kotter & Holger Rathgeber|Our Iceberg is Melting: Changing and Succeeding under Any Conditions| 2006 |
|[img[Images/ThreeSigns.jpg]]|Patrick Lencioni|The Three Signs of a Miserable Job: A Fable for Managers (And Their Employees)| 2007 |
|[img[Images/JacksNotebook.jpg]]|Gregg Fraley|Jack's Notebook: A Business Novel about Creative Problem Solving| 2008 |
|[img[Images/Edge.jpg]]|Bea Fields, Corey Blake, Eva Silva Travers|Edge: A Leadership Story| 2008 |
|[img[Images/RichardRabbit.jpg]]|Peter Weddle|Recognizing Richard Rabbit: A Fable About Being True to Yourself| 2008 |
|[img[Images/PeaksValleys.jpg]]|Spencer Johnson|Peaks and Valleys: Making Good and Bad Times Work for You| 2009 |

What's the difference between a "business novel," a "business fable," a "business parable", a "leadership fable" and a "leadership story"? While all the titles listed below quality as [[didactic fiction|About Didactic Fiction]], some of them are definitely not novels. The list is chronological. 

|!Cover|!Authors|!Title|!Publication Date|
|[img[Images/TheGoal.jpg]]|Eliyahu M. Goldratt & Jeff Cox|The Goal: A Process of Ongoing Improvement| 1984 |
| |Leonard Schlesinger & Ardis Burst|The Management Game| 1987 |
|[img[Images/Zapp.jpg]] |William Byham & Jeff Cox|Zapp! The Lightning of Empowerment: How to Improve Productivity, Quality, and Employee Satisfaction| 1988 |
|[img[Images/QuadrantSolution.gif]]|Howard Stevens & Jeff Cox|Quadrant Solution: A Business Novel that Solves the Mystery of Sales| 1991 |
|[img[Images/MadeInJapan.jpg]]|Tamae K. Prindle|Made in Japan: And Other Japanese Business Novels| 1991 |
|[img[Images/Raving.jpg]]|Ken Blanchard & Sheldon Bowles|Raving Fans: A Revolutionary Approach to Customer Service| 1993 |
|[img[Images/FlyingFox.jpg]]|John Butman|Flying Fox: A Business Adventure in Teams and Teamwork| 1994 |
|[img[Images/Heroz.jpg]]|William Byham & Jeff Cox|Heroz: Empower Yourself, Your Coworkers, Your Company| 1995 |
|[img[Images/Peacock.jpg]]|B. J. Gallagher Hateley, Warren H. Schmidt|Peacock in the Land of Penguins| 1995 |
|[img[Images/Runamok.jpg]]|Tom Park|Runamok: A Novel about the Realities of Small Business| 1996 |
|[img[Images/GungHo.jpg]]|Ken Blanchard & Sheldon Bowles|Gung Ho! Turn on the People in Any Organization| 1997 |
|[img[Images/Deadline.jpg]]|Tom ~DeMarco|The Deadline: A Novel about Project Management| 1997 |
|[img[Images/Venture.jpg]]|Jeff Cox|The Venture: A Business Novel About Starting Your Own Company| 1997 |
|  |Raymond Dizazzo|Saying the Right Thing: A Business Parable: The Four Secrets of Powerful Communication| 1997 |
|  |Thomas Stirr|Miller's Bolt: A Modern Business Parable| 1997 |
|[img[Images/DarkSide.jpg]]|Ikko Shimizu, Chalmers Johnson, Tamae K. Prindle|The Dark Side of Japanese Business: Three "Industry Novels| 1997 |
|[img[Images/FiveTemptations.jpg]]|Patrick Lencioni|The Five Temptations of a CEO: A Leadership Fable| 1998 |
|[img[Images/WhoMoveMyCheese.jpg]]|Spencer Johnson|Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life| 1998 |
|||More [[business novels from 2000-present|Examples of Business Novels, Parables and Fables (2000-present)]]||

|!Cover|!Authors|!Title|!Publication Date|
||| More [[business  novels form 1984-1999|Examples of Business Novels & Business Fables (1980-1999)]]||
|[img[Images/SellingTheWheel.jpg]]|Jeff Cox|Selling the Wheel: Choosing the Best Way to Sell for You, Your Company, Your Customers| 2000 |
|[img[Images/Fish.jpg]]|Stephen C. Lundin, Harry Paul, John Christensen |Fish! A Remarkable Way to Boost Morale and Improve Results| 2000 |
|[img[Images/HighFive.jpg]]|Ken Blanchard & Sheldon Bowles|High Five: The Magic of Working Together| 2001 |
|[img[Images/invisible_heart.jpg]]|Russell Roberts|The Invisible Heart: An Economic Romance| 2001 |
|[img[Images/FiveDysfunctions.jpg]]|Patrick Lencioni|The Five Dysfunctions of a Team: A Leadership Fable| 2002 |
|[img[Images/GhostStory.jpg]]|Carol Kinsey Goman|Ghost Story: A Modern Business Fable| 2002 |
|[img[Images/Diary.jpg]]|Espen Holm & Cait Wildman|Diary of a Naked Salesman: A Business Novel About the Art of Selling| 2002 |
|[img[Images/TheCure.jpg]]|Jeff Cox & Dan Paul|The Cure: Enterprise Medicine for Business: A Novel for Managers| 2003 |
|[img[Images/Beans.jpg]]|Leslie Yerkes & Charles Decker|Beans: Four Principles for Running a Business in Good Times or Bad| 2003 |
|[img[Images/WhosCounting.jpg]]|Jerrold M. Solomon|Who's Counting? A Lean Accounting Business Novel| 2003 |
|[img[Images/HitMan.jpg]]|Phillip Hurst|The Hit Man: One Man's Strategy for Growth,Change and Profit| 2003 |
|[img[Images/SquirrelInc.jpg]]|Steve Denning|Squirrel Inc.: A Leadership Fable| 2004 |
|[img[Images/DeathbyMeeting.jpg]]|Patrick Lencioni|Death by Meetings: A Leadership Fable about Solving the Most Painful Problem in Business| 2004 |
|[img[Images/salesman.jpg]]|K. Karl Leavitt|The Salesman's Magician: A Business Parable for Today's Sales and Marketing Professional| 2005 |
|[img[Images/silos.jpg]]|Patrick Lencioni|Silos, Politics and Turf Wars: A Leadership Fable About Destroying the Barriers That Turn Colleagues Into Competitors| 2006 |
|[img[Images/Navigating.jpg]]|James Fisher|Navigating the Growth Curve: 9 Fundamentals that Build a ~Profit-Driven, ~People-Centered, ~Growth-Smart Company| 2006 |
|[img[Images/Choice.jpg]]|Russell Roberts|The Choice: A Fable of Free Trade and Protectionism| 2006 |
|[img[Images/ImperfectBoardMember.jpg]]|Jim Brown|The Imperfect Board Member: Discovering the Seven Disciplines of Governance Excellence| 2006 |
|[img[Images/Iceberg.jpg]]|John Kotter & Holger Rathgeber|Our Iceberg is Melting: Changing and Succeeding under Any Conditions| 2006 |
|[img[Images/SmallBusiness.jpg]]|Steve Chandler & Sam Beckford|The Small Business Millionaire: A Novel Of Heartbreak And Prosperity| 2006 |
|[img[Images/ThreeSigns.jpg]]|Patrick Lencioni|The Three Signs of a Miserable Job: A Fable for Managers (And Their Employees)| 2007 |
|[img[Images/ItTakesTeamwork.jpg]]|Russ King|It Takes Teamwork to Tango: A Business Novel| 2007 |
|[img[Images/JacksNotebook.jpg]]|Gregg Fraley|Jack's Notebook: A Business Novel about Creative Problem Solving| 2008 |
|[img[Images/Edge.jpg]]|Bea Fields, Corey Blake, Eva Silva Travers|Edge: A Leadership Story| 2008 |
|[img[Images/RichardRabbit.jpg]]|Peter Weddle|Recognizing Richard Rabbit: A Fable About Being True to Yourself| 2008 |
|[img[Images/Price.jpg]]|Russell Roberts|The Price of Everything: A Parable of Possibility and Prosperity | 2008 |
|[img[Images/PeaksValleys.jpg]]|Spencer Johnson|Peaks and Valleys: Making Good and Bad Times Work for You| 2009 |
|[img[Images/Caught.jpg]]|Jim Tompkins|Caught Between the Tiger and the Dragon: A Business Novel| 2009 |
|[img[Images/TheBoss.jpg]]|Andrew O'Keeffe|The Boss: Based on True Stories about Bosses at Work (2nd. edition)| 2009 |
| |Ravi Gopaldas Kathuri|Transforming the CEO| ? |

''Send Feedback on my Blog''
For now, comments can be posted on my blog as a response to a post titled "[[Learning Log Version 1.0|http://www.knowledgefordevelopment.com/2009/07/learning-log-version-10_25.htm]]"
Version 1.0 is not an open wiki where readers can add comments or contribute to the text.  I know that there is a comments plugin for TiddlyWiki and it should technically be feasible.  It may happen in a future technical [[wiki upgrade|Future Versions]].

''Send Feedback Via Email''
Send feedback via email to [[Barbara Fillip|mailto:info@knowledgefordevelopment.com]].

''What am I looking for?''
* If you just stumbled upon the wiki, I'd be happy to know what you thought of the approach, the whole idea, didactic fiction in general, etc...
* If I've already sent you the full novel and you've gone through it, I would be most grateful for feedback in a broad range of areas:
** overall didactic approach
** presentation format (wiki)
** story / plot
** writing style
** theme (knowledge management)
** potential target audiences / uses
** whatever else you can think of that I need to pay attention to in future versions.

After several decades of [[fiction doodling]], I had also recently gone through the process of writing a complete novel.  That earlier manuscript was meant as traditional fiction but turned out to have a number of didactic elements (too many of them) which probably made it unreadable.  

Still, having completed one manuscript -- no matter how unfinished it seemed to be -- was a significant boost.  I knew I could do it again, learning from the mistakes of the first one.  This time, instead of going for a traditional novel, I would focus on something with a didactic purpose.  There were many, many lessons learned from that first completed manuscript.  It was a perfect example of how much one can learn from a failure.  I don't even consider that first complete manuscript a failure.  It was a powerful learning tool.

You can adjust the font size through the little "@@color(red):font-size@@" tool in the right margin. 

Go ahead, try it just for fun!

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//configuration settings
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if (!config.options.txtFontSize)
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setStylesheet(".tiddler .viewer {font-size:"+config.options.txtFontSize+"%;}\n","fontResizerStyles");
setStylesheet("#contentWrapper .fontResizer .button {display:inline;font-size:105%; font-weight:bold; margin:0 1px; padding: 0 3px; text-align:center !important;}\n .fontResizer {margin:0 0.5em;}","fontResizerButtonStyles");

//macro
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config.macros.fontSize.handler = function (place,macroName,params,wikifier,paramString,tiddler)
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config.macros.fontSize.onDblClick = function (e)
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config.macros.fontSize.setFont = function ()
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config.macros.fontSize.incFont=function()
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config.macros.fontSize.decFont=function()
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               if (config.options.txtFontSize > fontSettings.minSize)
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config.macros.fontSize.resetFont=function()
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               config.options.txtFontSize=fontSettings.defaultSize;
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config.paramifiers.font =
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''Revisions''
I have no doubt that as soon as I send this version out for review I will find things to improve, typos to correct, grammatical errors, and other things that will require fixing. Beyond that, future versions and any significant editing will depend on the type of feedback I receive.

''Prequel, Sequel and other Additions''
If you read the story to the end, you will come across some hints of a possible sequel that would take the main character and the storyline further down the path of organizational learning.

Another idea is to try something a little more manageable, less time consuming and more focused. It could emerge in the form of fictional case studies or short stories that would address specific knowledge management challenges in more depth.

There is also a non-didactic prequel that has never been written but has been in my head for years. The prequel manifests itself in this story in the form of a book. I'll just leave it at that for now.

I also really really want to write didactic short stories around international development themes but those would not count as revisions to this manuscript. They would be a different adventure.

''Wiki Upgrades''
There are a number of things that could be done with the wiki to improve the reader's experience and to make it more interactive. For example, there is a comments plugin that could be added to allow readers to contribute comments on any of the tiddlers. Also, while the navigation is obvious to me, it could be that it's because I've been playing with this wiki for six months and I know exactly where things are. I need readers to tell me where things could be improved.

I'm also not happy with some of the formatting. I've been unable to duplicate a traditional paragraph indent which is essential to the format of a real manuscript. If the paragraph indent can't happen, I might try to adjust the line spacing or whatever else will make it more readable. For now, I've added line breaks in places where there shouldn't be any, as a way to break up the text so that it's easier to read on the screen.

''Quality of the Writing''
This novel isn't going to win a literary prize any time soon and my formatting of dialogue and other things may not be up to professional standards. I am considering taking a fiction editing class and using the manuscript as my editing assignment. It would make sense to do that before trying to move on to a sequel, prequel or whatever else I can dream up.

''Adaptations for Truly Didactic Purposes''
As is, I am not sure that the manuscript can be used in a course. It may need some additional work and tailoring. I would not necessarily change the main story but I would be much more selective with the lists of resources to be turned into a reading list. In addition, I would tailor the discussion sections to the specific learning needs of the class participants.

The entire novel, learning log entries, resources and discussions are part of a single HTML file. A few image files are embedded. This means that learners could -- in principle -- download the file to their computer and use the wiki to add their own notes.

|! Resource|! URL|
|NASA Tests the Social Waters with Employees, May 2008|http://www.opennasa.com/2008/05/15/nasa-tests-the-social-waters-with-employees/|
|~NASAsphere pilot findings released, February 2009|http://www.opennasa.com/2009/02/25/nasasphere-pilot-findings-released/|
|(Blog) "War Between Social Media and KM," Above & Beyond KM, 2008|http://aboveandbeyondkm.com/2008/10/war-between-social-media-and-km.html|
|(Blog) "Social Media vs. Knowledge Management: A Generational War," Enterprise 2.0 Blog, 2008|http://enterprise2blog.com/2008/09/social-media-vs-knowledge-management-a-generational-war/|
|(Blog) "The Influence of Age on the Adoption of Knowledge Management Practices," weknowmore.org, May 2009|http://weknowmore.org/blog/?p=741|
|~LexisNexis Technology Gap Survey, May 2009|http://www.lexisnexis.com/media/pdfs/LexisNexis-Technology-Gap-Survey-4-09.pdf|
|See also [[Social Media Resources]]|

See these existing glossaries of KM terms on the web:
|ICASIT Glossary of KM terms|http://www.icasit.org/km/intro/glossary.htm|
|Skyrme - KM Glossary|http://www.skyrme.com/resource/glossary.htm|
|NHS - Knowledge Management|http://www.library.nhs.uk/knowledgemanagement/Page.aspx?pagename=GLOSSARY|
|KM4Dev  Glossary|http://www.km4dev.org/forum/topics/km-glossary|

There are many more... 

Most of the words tagged for the Glossary probably don't need a definition (with the exception of [[fiction doodling]]), but I was just having fun playing with links.

When I don't understand a word, I claim English as a second language (which is technically true).  If I'm brave enough to ask for someone to clarify, I can always force the French accent a little and voila...  no embarrassment.    It also allows me to continue asserting that my vocabulary is quite limited.  This novel does not contain words that I don't understand. 

//Now that I think about it, a character who can't have a conversation without mentioning "evolutionary epistemology" or "social cognition in living systems" might be fun.//

The tiddlers that have been tagged with the word HELP are listed to the left.

|! Resource|! URL|
|Knowledge Management Solutions - The IT Contribution, Dr David J. Skyrme (David Skyrme Associates Limited)|http://www.skyrme.com/pubs/acm0398.doc|
|The fancy new knowledge management tools, Steve Denning (2000) [obviously outdated]|http://www.stevedenning.com/new_knowledge_management_tool.html|
|Portals and KM (Bill Yves website / blog)|http://billives.typepad.com/portals_and_km/|
|Strategic Knowledge Management Technology, by Peter Gottschalk|Book|
|Information Technology for Knowledge Management, by Uwe M. Borghoff, Remo Pareschi, and D.K. Holtshouse|Book|
|Knowledge Management through the Technology Glass, by Meliha Handzic|Book|
|Knowledge Management Systems: Information and Communication Technologies for Knowledge Management, by Ronald Maier|Book|
|!KM 2.0 - the Impact of social media on KM|! URL|
|Social KM - a brief history of KM - David Gurteen|http://docs.google.com/View?docID=dg9k7xtm_15d8d674fg&revision=_latest|
|KM 0.0 - Simply Enabling Trusted ~Context-Rich Conversations Among Communities That Care - Dave Pollard Blog|http://blogs.salon.com/0002007/2007/12/06.html#a2052|

|! Resource|! URL|
|Information Overload (wikipedia definition)|http://en.wikipedia.org/wiki/Information_overload|
|Jason Frand and Aura Lippincott, "Personal Knowledge Management: A Strategy for Controlling Information Overload," Working Paper, 2002|http://www.anderson.ucla.edu/faculty/jason.frand/researcher/articles/info_overload.html|
|Andrea Coombes, "Don't you Dare Email This Story," May 2009|http://online.wsj.com/article/SB124252211780027326.html?mg=com-wsj#articleTabs%3Darticle|

While I wrote this novel as a personal project without a very concrete target audience in mind and without a strong intent to "publish" it, I kept asking myself who might find it useful.

I hope that this can be a useful introduction to knowledge management to be used in academic institutions or continuing education/professional development courses. I'd place it a little beyond KM 101 but not much. It's relatively superficial in its treatment of KM issues and would work as an overview. More than anything, it is meant to elicit questions and conversations, to get people thinking.

It is clearly not a textbook. It doesn't pretend to provide definitive answers or even to introduce key knowledge management concepts in a systematic manner. I see it essentially as a tool to trigger discussions around key knowledge management themes from a practitioner's perspective. I see it as a bridge between books that present KM theory, KM approaches, or that tell you how such and such organizations became successful with their KM approaches, books written by KM consultants, and the reality that KM practitioners face in their jobs. Not that it is necessarily better than any of those.

It's just different. It's also untested and an experiment. I've called it Version 1.0. I have ideas for a sequel and [[further revisions|Future Versions]] but I need feedback before I move on to the next stage.

Most of all, I hope it ends up being used in unintended and unexpected (good) ways.

See [[White Paper]]: Integrating Didactic Fiction in Structured Training.

|! Resource|! URL|
|Jeffrey Pfeffer, Robert I. Sutton, "When Internal Competition Turns Friends into Enemies: Understanding the ~Knowing-Doing Gap," HBS Press Chapter, October 1999.|http://harvardbusinessonline.hbsp.harvard.edu/|
|Julian M. Birkinshaw, "Strategies for Managing Internal Competition, CMR Article, October 2001|http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=CMR213&_requestid=22239|

More than just about KM Champions, these are resources about KM roles and responsibilities. 

|! Resources|! URL|
|"Knowledge Champion Guidelines," Green Chameleon|http://www.greenchameleon.com/uploads/KMChampionGuidelinesAS.doc|
|"KM Champions: What motivates them?" June 17, 2008, Simon's KM Blog|http://si177on.blogspot.com/2008/06/km-champions-what-motivates-them.html|
|KM Roles & Responsibilities|http://www.knowledge-management-online.com/KM-Roles-and-Responsibilities.html|
|Darcy Lemons, "What are the Most Critical Roles in KM?" May 12, 2009, ~KMEdge|http://kmedge.org/2009/05/critical-roles-in-knowledge-management.html|
|Chief Knowledge Officer (Wikipedia)|http://en.wikipedia.org/wiki/Chief_knowledge_officer|
|Patrick Lambe, "Mapping the Culture of an Online Community." (KM archetypes)|http://www.greenchameleon.com/thoughtpieces/archetypes.pdf|
|Carla O'Dell,  __The Executive's Role in Knowledge Management__, APQC, 2004|Book - http://www.apqc.org/|
|Chris Collison, "The Rules of Engagement."|http://www.chriscollison.com/l2f/documents/IKleadershiplearning.pdf|
|Selecting and setting up a KM Implementation Team (Knoco White Paper)|http://www.knoco.com/Working%20team%20white%20paper.pdf|

Note: Some of the resources listed below refer to complex models that require hiring teams of experience external consultant to support various types of KM assessments.  I recommend sticking to simple models, such as the [[KM Self Assessment Matrix|http://www.slideshare.net/ifad/km-self-assessment-matrix]], which can be easily adapted to the needs of any organization and can be understood by people within the organization. 
|! Resource|! URL|
|Patrick Kelly, "KM Maturity Models and Phased Measurement," March 2009. (Slides)|http://www.slideshare.net/PatrickMurphy/knowledge-management-maturity-models-and-phased-measurement|
|L.G. Pee1, H.Y. Teah and A. Kankanhalli, "Development of a General Knowledge Management Maturity Model" Proceedings of the 9th Americas Conference on Information Systems|http://www.kmsk.or.kr/admin/symposium/r_upload/A1-3_kankanhalli.pdf|
|Siemens, KMMM (Siemens Model)|http://kmmm.org/|
|Siemens, Knowledge Management Maturity Model – KMMM®: Methodology for assessing and developing maturity in knowledge management (Siemens Methodology Paper)||
|Siemens, Holistic Development of Knowledge Management with KMMM®|http://www.providersedge.com/docs/km_articles/Holistic_Development_of_KM_with_KMMM.pdf|
|Knowledge Management Maturity Model (June 2003)|http://km.aifb.uni-karlsruhe.de/fzi/vision/vision/docs/D5.2-KM-Final.pdf|
|__Learning to Fly__ (River diagram)|Book|
|Chris Collison, "KM Self assessment matrix"|http://www.chriscollison.com/documents/km_self_assessment.doc|
|KM Self Assessment (using the model)|http://rsamii.blogspot.com/2009/03/km-self-assessment.html|
|KM Self Assessment Matrix, Adapted for IFAD|http://www.slideshare.net/ifad/km-self-assessment-matrix|

|! Resources |! URL |
|Carla O'Dell (APQC), "APQC’s Road Map to Knowledge Management Results: Stages of Implementation," 2000|http://tinyurl.com/ny6xvc|
|"Walking the talk: embedding KM in daily workflow at SAIC," Knowledge Management Review, 2005|http://findarticles.com/p/articles/mi_qa5362/is_200505/ai_n21382372/|
|Lilia Efimova, "Rethinking ~PhD ideas: embedding KM into daily routines", 2002|http://blog.mathemagenic.com/2002/09/19.html#a238|
|David Skyrme, "Maintaining your KM Edge," 2003|http://www.entovation.com/press-room/davidskyrme.pdf|
|Carla O'Dell, __Stages of Implementation: A Guide for Your Journey to Knowledge Management Best Practices__|Book|
|APQC, "Roadmap to Results: Stages of Implementation," 2007|http://www.trwib.org/agingtoolkit/documents/KM_Road_Map_to_Results_Poster_2007.pdf|
|KM White Paper - Pilot Projects: Piloting (Knoco White Paper)|http://www.knoco.com/KM%20White%20Paper%20-%20pilot%20projects.pdf\|
|>| See also [[KM Maturity Models Resources]] |

| !Resource | !URL |
|Nancy Dixon, "A KM Strategy Built on the Collective Knowledge of Ecopetrol," July 4, 2009 (Conversation Matters blog) |http://www.nancydixonblog.com/2009/07/a-km-strategy-built-on-the-collective-knowledge-of-ecopetrol.html|
|Morten T. Hansen, Nitin Nohria, Thomas Tierney, "What's your Strategy for Managing Knowledge," March 1999, Harvard Business Review|http://harvardbusinessonline.hbsp.harvard.edu/|
|Denham Grey, "Knowledge Strategy is Easy," November 23, 2003, Knowledge at Work (Blog)|http://denham.typepad.com/km/2003/11/km_strategy_is_.html|
|Marcie Zaharee and Jean Tatalias, "Creating a Framework for KM Strategy Development," April 8, 2009, ~KMEdge|http://kmedge.org/2009/04/knowledge-management-strategy-framework.html|
|"How to approach a KM strategy Exercise," (Video) Green Chameleon|http://www.greenchameleon.com/gc/blog_detail/how_to_approach_a_km_strategy_exercise/|
|"How to plan a KM Communications Strategy", Green Chameleon (concept map)|http://www.greenchameleon.com/uploads/KM_Communications_Strategy.pdf|
|Shawn Callahan, "Crafting a Knowledge Strategy" Anecdote|http://www.anecdote.com.au/papers/CallahanCraftingKnowledgeStrategy.pdf|
|"KM Sustainability Framework", Green Chameleon (concept map)|http://www.greenchameleon.com/uploads/KM_Sustainability_v2_high_res.gif|
|Leigh P. Donoghue, Jeanne G. Harris and Bruce A. Wietzman, "Knowledge Management Strategies that Create Value," Outlook, 1999, Number 1|http://www.accenture.com/NR/rdonlyres/9BC14B89-E2AC-4D5C-855D-23C8013FF4F6/0/knowledge2.pdf|
|Shawn Callahan & David B. Drake, "Three Journeys: A Narrative Approach to Successful Organisational Change." Anecdote White Paper|http://www.anecdote.com.au/whitepapers.php?wpid=17|
|Thomas H. Davenport, Laurence Pruzak, and Bruce Strong, "Putting Ideas to Work: Knowledge Management Can Make a Difference -- but it needs to be more pragmatic," MIT Sloan Management Review, Business Insight, 2008|http://sloanreview.mit.edu/business-insight/articles/2008/1/5011/putting-ideas-to-work/|
|Stacy Land, __Managing ~Knowledge-Based Initiatives: Strategies for Successful Deployment__, 2008| Book |
|See also [[Scaling up]]|

|! Definition|! URL|
|What is a KM Audit? PM Tips February 2009|http://pmtips.net/knowledge-audit/|
|!Resources|! URL|
|Knowledge Auditing (introduction|http://communityknowledge.co.uk/KMIntro/part_e.html|
|On The Use Of A Diagnostic Tool For Knowledge Audits Journal of Knowledge Management Practice, Vol. 8, No. 4, December 2007|http://www.tlainc.com/articl145.htm|
|Ann Hylton, "A KM Initiative is Unlikely to Succeed without a Knowledge Audit," 2002|http://www.thestep.gr/trainmor/dat/%7B6e731d0a-2536-4374-ac10-ba29ba8cb358%7D/article.pdf|
|Knowledge Management Audit Tools ( a list of links, mostly from 2002-2003)|http://www.thestep.gr/trainmor/active.aspx?mode=en{5c606742-d50a-441b-8d31-039be8be38ff}View|
|KM Audit (David Skyrme)|http://www.skyrme.com/services/kmaudit.htm|
|Knowledge Mapping, Jan. 12, 2009 - in Project Management Tips (blog entry)|http://pmtips.net/knowledge-mapping/|
|A Systematic Approach for Knowledge Audit Analysis: Integration of Knowledge Inventory, Mapping and Knowledge Flow Analysis|http://jobfunctions.bnet.com/abstract.aspx?docid=176847|
|Knowledge Audit - Unlocking Potential December 2006|http://www.ikmagazine.com/xq/asp/txtSearch.Intranet/exactphrase.1/sid.0/articleid.65A4B269-4564-4ADC-B552-24C1716A8A06/qx/display.htm|
|! Related Term: Knowledge Mapping|! URL|
|Knowledge Mapping  (explains the difference between knowledge audits and knowledge mapping|http://kmwiki.wikispaces.com/Knowledge+mapping|
|Knowledge Mapping @ ezine|http://ezinearticles.com/?Knowledge-Mapping&id=9077|
|Why Knowledge Mapping Works, November 25, 2008 |http://kmedge.org/2008/11/why-knowledge-mapping-works.html|

The theme of the novel -- at least the didactic part of it -- is broadly speaking, knowledge management.  More specifically, the plot follows a Deputy Chief Learning Officer through a year's worth of efforts to expand the reach and impact of Knowledge Management practices across an organization.  It is not about the process of establishing a KM Office or promoting a specific approach to KM (although obviously, the plot, discussion activities and resource are all likely to reflect my own thinking about KM).

A [[project-based organization]] faces specific challenges in trying to implement knowledge management activities.  The primary challenge is the transfer of knowledge from one project to another.  A good overview can be found in Disterer (2002). 

|! Resource|! Source|
|Disterer, G. (2002). Management of project knowledge and experiences. __Journal of Knowledge Management__, 6(5), 512|http://www.zfwm.de/volltexte/Disterer-JKM-2002.pdf|
|Management of Knowledge in Project Environments - Peter Love, Patrick S.W. Fong, & Sahir Irani (eds.) (2005)|Book|
|Sense, A.J. __Cultivating the Learning within Projects__ (2007)|Book - http://www.palgrave-usa.com/catalog/product.aspx?isbn=0230006914|
|Terry Williams, __Post-Project Reviews to Gain Effective Lessons Learned__, PMI, 2007|Book|
|Special Issue: Management of Knowledge in Project Environments|__International Journal of Project Management__ 21 (2003)|
|!|!|
|Abma, T.A. (2003). "Learning by Telling: Storytelling Workshops as an Organizational Learning Intervention."|__Management Learning__ 34:221-40.|
|Ajmal, Mian M. & Koskinen, Kaj U. (2008). Knowledge transfer in project-based organizations: An organizational culture perspective|__Project Management Journal__ Volume 39 Issue 1, Pages 7 - 15|
|Ahn, H. J., Joo, L. H., Cho, K., & Park, S. J. (2005). Utilizing knowledge context in virtual collaborative work|__Decision Support Systems__, 39(4), 563|
|Ayas, K. & N. Zeniuk (2001). "Project-based learning: Building communities of reflective practitioners." |__Management Learning__ 32:61-76|
|!|!|
|Barker, M. & K. Neailey (1999). "From individual learning to project team learning and innovation: A structured approach."|__ Journal of Workplace Learning__ 11:60-67|
|Boh, W.F. (2007). "Mechanisms for Sharing Knowledge in Project-based organizations."|__Information and Organizations__ Vol. 17, Issue 1 pp. 27-58|
|Bourne, L. & D.H.T. Walker. 2004. "Advancing project management in learning organizations." |__The Learning Organization__ 11:226-43|
|Brady, T. & A. Davies. 2004. "Building project capabilities: From exploratory to exploitative learning." |__Organization Studies__ 25:1601-22|
|Bresnen, Edelman, Newell, Scarbrough, Swan (2003). "Social Practices and the Management of Knowledge in Project Environments."|__International Journal of Project Management__ Vol. 21, No. 2: 157-166.|
|Bresnen, Goussevskaia, Swan, (2005). "Organizational Routines, Situated Learning and Processes of Change in Project-Based Organizations." |__Project Management Journal__, Vol. 36, No. 3. pp.27-42|
|Bresnen, M., A. Goussevskaia, & J. Swan. 2004. "Embedding new management knowledge in project-based organizations|__Organizational Studies__ 25:1535-55.|
|N.J. Brookes, S.C. Morton, A.R.J. Dainty, N.D. Burns. "Social processes, patterns and practices and project knowledge management: A theoretical framework and an empirical investigation". |__International Journal of Project Management__ 24 (2006) 474–482.|
|!|!|
|Chan, R., & Rosemann, M. (2001). Managing knowledge in enterprise systems. |Proceedings of the Americas Conference of Information Systems|
|Connell, N.A.d., J.H. Klein, and E. Meyer. 2004. "Narrative approaches to the transfer of organizational knowledge." |__Knowledge Management Research and Practice__ 2:184-93|
|!|!|
|DeFillippi, R.J. (2001). "Project-based learning, reflective practices, and learning outcomes." |__Management Learning__ Vol. 32(1):5-10|
|Dixon, N. & Pugh, K. Harvesting Project Knowledge. __ASK Magazine__ Spring 2008.|http://askmagazine.nasa.gov/pdf/pdf30/NASA_APPEL_ASK_30i_harvesting_project_knowledge.pdf|
|!|!|
|Eppler, M., & O. Sukowski. 2000. "Managing team knowledge: Core processes, tools and enabling factors."|__European Management Journal__ 18:34-341|
|!|!|
|Huang,  J.C. & Newell, S. Knowledge integration processes and dynamics within the context of cross-functional projects. |__International Journal of Project Management__ 21 (2003) 167–176.|
|!|!|
|Julian, J. How Project Management Office Leaders Facilitate Cross-Project Learning and Continuous Improvement |__Project Management Journal__  Vol. 39, No. 3, 43-58, September 08.|
|!|!|
|Karlsen, J. T., & Gottschalk, P. (2004). Factors Affecting Knowledge Transfer in IT Projects. |__Engineering Management Journal__, 16(1), 3.|
|Kasvi, J. J. J., Vartiainen, M., & Hailikari, M. (2003). Managing knowledge and knowledge competences in projects and project organisations. |__International Journal of Project Management__, 21(8), 571.|
|Keegan, A. & Turner, J.R. Quantity versus Quality in Project-Based Learning Practices. |__Management Learning__ Vol. 32, No. 1 77-98 (2001).|
|Koskinen, K. Projects As Triggers Of Knowledge Production In Project-Based Companies: An Autopoietic View, |__Journal of Knowledge Management Practice__, Vol. 9, No. 1, March 2008. URL: http://www.tlainc.com/articl148.htm|
|!|!|
|Landaeta, Rafael E. Evaluating Benefits and Challenges of Knowledge Transfer Across Projects|__Engineering Management Journal__ ,  Mar 2008. URL: http://findarticles.com/p/articles/mi_qa5394/is_200803/ai_n25500613.|
|Leseure, M. J., & Brookes, N. J. (2004). Knowledge management benchmarks for project management. |__Journal of Knowledge Management__, 8(1), 103.|
|Lytras, M. D., & Pouloudi, A. (2003). Project management as a knowledge management primer: The learning infrastructure in knowledge-intensive organizations: Projects as knowledge transformations and beyond. |__The Learning Organization__, 10(4/5), 237.|
|!|!|
|Meehan, B., & Richardson, I. (2002). Identification of Software Process Knowledge Management. |__Software Process: Improvement and Practice__, 7(2), 47-55.|
|Milton, Nick (2005). __Knowledge Management for Teams and Projects__|(book)|
|Mitchell, V. L. (2006). Knowledge Integration and Information Technology Project Performance. |__MIS Quarterly__, 30(4), 919.|
|!|!|
|Newell, S. & Swan, J. (2000). "Trust and inter-organizational networking," |__Human Relations__ Vol. 53(10):1287-1328.|
|Newell, S., Bresnen, M., Edelman, L., Scarbrough, H., & Swan, J. Sharing Knowledge Across Projects: Limits of ICT-led Project Review Practices|__Management Learning__, Vol. 37, No. 2, 167-185 (2006).|
|!|!|
|Owen, J., Burstein, F., & Mitchell, S. (2004). Knowledge Reuse and Transfer in a Project Management Environment. |__Journal of Information Technology Cases and Applications__, 6(4), 21.|
|!|!|
|Pawlowski, S. D., & Robey, D. (2004). Bridging User Organizations: Knowledge Brokering and the Work of Information Technology Professionals1. |__MIS Quarterly__, 28(4), 645.|
|Prentice & Tell (2001), "Inter-project learning: processes and outcomes of knowledge codification in project-based firms." |__Research Policy__, Vol. 30, Issue 9, pp. 1373-1394.|
|!|!|
|Reich, B. H. (2007). Managing Knowledge and Learning in It Projects: A Conceptual Framework and Guidelines for Practice. |__Project Management Journal__, 38(2), 5.|
|Rice, M. P., Oconnor, G. C., & Pierantozzi, R. (2008). Implementing a Learning Plan to Counter Project Uncertainty. |__MIT Sloan Management Review__, 49(2), 54.|
|!|!|
|Santhanam, R., Seligman, L., & Kang, D. (2007). Postimplementation Knowledge Transfers to Users and Information Technology Professionals. |__Journal of Management Information Systems__, 24(1), 171-199.|
|Sense, A.J. (2004). "An Architecture for Learning in Projects?"|__Journal of Workplace Learning__, Vol. 16, No. 3, pp. 123-145.|
|Sense, A.J. (2005). "Facilitating Conversational Learning in a Project Team Practice." |__Journal of Workplace Learning: Employee Counseling Today__ Vol. 17(3) pp.178-193.|
|Scarbrough, H., Bresnen, M., Edelman, L. F., Laurent, S., & et al. (2004). The Processes of Project-based Learning: An Exploratory Study. |__Management Learning__, 35(4), 491.|
|Schindler, M. & Eppler, M. (2003). "Harvesting Project Knowledge: A Review of Project Learning Methods and Success Factors," |__International Journal of Project Management__, Vol.21(3):219-228. @ http://fandango.cs.unitn.it/~rcuel/filippo/05073112034616152.pdf|
|Slaughter, S. A., & Kirsch, L. J. (2006). The Effectiveness of Knowledge Transfer Portfolios in Software Process Improvement: A Field Study. |__Information Systems Research__, 17(3), 301.|

|! Resources|! URL|
|__Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom__, by Dorothy Leonard & Walter C. Swap, 2005.|Book|
|__Knowledge Retention: Strategies and Solutions__, by Jay Liebowitz, 2008.|Book|
|__Lost Knowledge: Confronting the Threat of an Aging Workforce__, by David ~DeLong, 2004.|Book|
|Lost Knowledge  - David ~DeLong & Associates|http://www.lostknowledge.com/|
|Jim Hodges, "From Generation to Generation: Filling the Knowledge Gap," ASK Magazine, Issue 34, Spring 2009.|http://askmagazine.nasa.gov/issues/34/34s_generation_to_generation.php|
|"How the U.S. Forgot How to Make Trident Missiles." Sunday Herald, 2009|http://www.sundayherald.com/news/heraldnews/display.var.2494129.0.0.php|
|Monster: Organizational Knowledge Retention Report, 2007.|http://media.monster.com/a/i/intelligence/pdf/KnowledgeRetentionReport_Summer2007.pdf|
|Processes & Tools: Institutional Knowledge Capture and Continuity Management, State of Ohio, Environmental Protection Agency, January 2006.|http://www.epa.state.oh.us/dir/ExitStageRight.pdf|
|Tennessee Valley Authority, "Knowledge Retention."|http://www.tva.gov/knowledgeretention/|
|"Capturing Knowledge Before it Walks out the Door," Briefing on Knowledge Retention (2002).|http://www.tva.gov/knowledgeretention/pdf/briefing.pdf|
|"Keeping Critical Knowledge from Walking out the Door," 2008.|http://www.tva.gov/knowledgeretention/pdf/tvhra_july2008.pdf|
|(Blog) Knowledge Retention Strategies|http://arjunthomas.com/2007/07/31/knowledge-retention-strategies/|
|(Course) Knowledge Retention|http://www.intervista-institute.com/educational-programs/km.php|
|Knowledge Harvesting from Individuals|http://www.knoco.com/knowledge-harvesting-from-individuals.htm|
|Peter Stoyko and Yulin Fang, "Lost & Found: A Smart-Practice Guide to Managing Organizational Memory," 2007|http://www.csps-efpc.gc.ca/pbp/pub/pdfs/P137_e.pdf|
|How to Get Started with an Expertise Transfer Programme (Green Chameleon), 2007|http://www.greenchameleon.com/gc/guide_detail/how_to_get_started_with_an_expertise_transfer_programme/|
|Tom Young, "Knowledge Harvesting," __IK Magazine__, May 2009.|http://www.knoco.com/Tom%20Young_Knowledge%20Harvesting.pdf|
|Tom Young,"Implementing a Knowledge Retention Strategy," __Knowledge Management Review__, November 2006 (with subscription).|http://www.highbeam.com/doc/1P3-1195961721.html|
|When Expertise Departs: Addressing the risk of Knowledge Loss (Knoco White Paper)|http://www.knoco.com/Knowledge%20Retention%20white%20paper.pdf|

A learning log is a personal reflection tool.  It's a journal in the sense that it may be part of a daily routine of personal reflection.  It's a professional journal with a strong learning intent.  A professional journal can be used to track work-related activities and act as a record of progress and work completed.  A learning log would not just involve keeping track of activities but reflecting on those activities.  It may not accurately record all activities but focus on the owner/author's thought processes, including unresolved issues, questions, etc.. It's a knowledge processing tool. 

The term "learning log" is more prevalent in education contexts, as a tool for children to process their own learning (see the [[Wikipedia definition of Learning Log|http://en.wikipedia.org/wiki/Learning_log]]).  However, since we don't stop learning when we get out of school, there should be room for a learning log to support continuous learning and on-the-job, learning-by-doing. 

See also [[Professional Journaling Resources]].

Things have been going a little too fast and I feel as if I'm running after a train that has already left the station. The deadline established by the ~All-Hands meeting is pushing me to get something ready much faster than I would have liked. Karen asked for quick action and I didn't push back. Perhaps I should have. We didn't discuss what she meant by "scaling up." Scaling up and going from a 6 to a 10 aren't necessarily the same thing. Having 95% of the organization involved in some type of KM activity doesn't do anything to guarantee improved performance across the organization. I'd rather have 50% involvement and a strong correlation with improved performance among those involved than 95% involvement and nothing to show for it. Which reminds, me, AGAIN, that I haven't done much to develop metrics of any kind of assessment framework to figure out exactly what our KM activities are achieving. It's time to get some help if I can't figure it out on my own. I need more time to think through all these issues, to make sure Karen is understanding the issues.

Where did Karen get the idea that we were "ready" to scale up? Did I unintentionally give that impression or is she just pushing me to perform miracles faster?

''To Dos''
* Push back when Karen asks for the impossible - easier said than done.
* Define "scaling up"
* Develop a framework for assessing the impact of KM activities (ongoing and future)
** ESTABLISH A DEADLINE TO HAVE SOMETHING READY TO SHOW KAREN and STICK TO IT.
** Talk to Sally Skeptic: This is definitely something Sally might be happy to help me with. She would appreciate sound metrics for KM, if only to prove that we're wasting our time. This might be the hook I've been desperately looking for to work more closely with her.
** Dig up all the resources I've been collecting around this issue.
''Resources''
*[[Business Case for KM Resources]]
*[[Measuring Results Resources]]
----
[[29. "We're Ready"]]
[[30. All-Hands]]
----

[img[Images/LL-1_medium.jpg]]

!!Learning Organizations and Organizational Learning
|! Books||
|David Garvin, __Learning in Action: A Guide to Putting the Learning Organization to Work__|2003|
|Nancy Dixon, __The Organizational Learning Cycle__|McGraw-Hill (1994)|
|Bob Garratt, __The Learning Organisation__|Harper-Collins, (1994)|
|Mike Pedler, John Burgoyne & Tom Boydell, __The Learning Company: a Strategy for Sustainable Development__ |McGraw-Hill (1991)|
|Peter M. Senge, __The Fifth Discipline: The Art and Practice of the Learning Organization__ |2006|
|Peter M.Senge, C. Roberts, R.B. Ross, B.J. Smith, A. Kleiner, Nicholas Brierley, __The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization__ |1994.|
|Mark ~Easterby-Smith, John Burgoyne, and Luis Araujo (eds), __Organizational Learning and the Learning Organization, Developments in Theory and Practice__|SAGE, 1999.|
|Janice A. Cook, Derek Staniforth, Jack Stewart, __The Learning Organization in the Public Services__|Gower Publishing, Ltd., 1997|
|Cliff Purington, Chris Butler, Sarah Fister Gale, __Built to Learn: The Inside Story of How Rockwell Collins Became a True Learning Organization__|AMACOM Div American Mgmt Assn, 2003|
|Tamar Elkeles and Jack J. Phillips, __The Chief Learning Officer: Driving Value Within a Changing Organization Through Learning and Development__||
|! Articles, Short Papers, Case Studies|
|David A. Garvin, Amy C. Edmondson, Francesca Gino, "Is Yours a Learning Organization?"|Harvard Business Review Article, 2008.|
|'Creating an Informal Learning Organization', Harvard Business Review, 2000.  Summary: According to some estimates, people learn 70% of what they know about their jobs informally, through processes not sponsored by the company. Managers who recognize the competitive advantage of organizational knowledge want to capture this learning. A first step: foster communities of practice. A second step: capture what is discussed and shared within these learning ecologies. Includes a list of additional resources and the sidebars, "Guide, Don't Micromanage" and "Training: Only the Beginning of Learning."|http://tinyurl.com/nnnkaj|
|'What Makes for an Authentic Learning Organization: An Interview with David Garvin,' Harvard Business Review, 1997. Summary:  Harvard Business School Professor David Garvin identifies the characteristics necessary to foster corporate learning. By focusing on the practical side of creating learning organizations, Garvin highlights activities that can be used to align a company's mission with the desired results. Through experimentation and learning, as opposed to continuous improvement, he describes what a learning corporation can do to master the creation, interpretation, and transfer of knowledge, and how an organization can modify its behavior in response to this knowledge. |http://tinyurl.com/mvsltj|
|Eve ~Mitleton-Kelly, 'What are the Characteristics of a Learning Organization?'|http://tinyurl.com/ltx42u|
|Nick Milton, "Exploring the Concept of Organizational Learning," __Knowledge Management Review__, September 2008 (with subscription).|http://tinyurl.com/ldbgwq|
|! Websites & Other Online Resources|
|The Learning Organization|http://www.skyrme.com/insights/3lrnorg.htm|
|Society for Organizational Learning (Organizational website)|http://www.solonline.org/|
|The Importance of Learning in Organizations (video, December 2008, Harvard Business)|http://www.youtube.com/watch?v=lUP4WcfNyAA|
|Peter Senge and the Theory and Practice of the Learning Organization (2001) - Summary:  A good overview of the concept of the Learning Organization from a Peter Senge perspective. Includes a decent bibliography (till 2001).|http://www.infed.org/thinkers/senge.htm|

|! Learning from Failure|! URL|
|Lessons Learned Survey (Knoco White Paper)|http://www.knoco.com/Knoco%20White%20Paper%20-%20Lessons%20Learned%20survey.pdf|
|Dean A. Shepherd and Melissa S. Cardon, "Negative Emotional Reactions to Project Failure and the ~Self-Compassion to Learn from the Experience," Journal of Management Studies, 2009.||
|Dean A. Shepherd, "Managing Emotions to Learn from Failure," April 2009|http://www.whartonsp.com/articles/article.asp?p=1329142, from the book listed below.|
|Dean A. Shepherd,__From Lemons to Lemonade: Squeeze Every Last Drop of Success out of your Mistakes__, 2009|http://www.whartonsp.com/bookstore/product.asp?isbn=0131362739|
|Terry Williams, __Post-Project Reviews to Gain Effective Lessons Learned__, PMI, 2007.|Book|
|Center for Army Lessons Learned|http://usacac.army.mil/cac2/call/index.asp|
|NASA Lessons Learned|http://llis.nasa.gov/offices/oce/llis/home/|
|Wildfire Lessons Learned Center|http://www.wildfirelessons.net/Home.aspx|
|Lessons Learned Information System (FEMA)|https://www.llis.dhs.gov/index.do|

|! Resource|! URL|
|David Skyrme, "Recommended Books on KM"|http://www.skyrme.com/resource/kmres_books.htm|
|David Skyrme, "More KM Books"|http://www.skyrme.com/resource/kmres2.htm|
|ICASIT - KM Books|http://www.icasit.org/km/resources/kmbooks.htm|
|Knowledge Management Books, Knowledge-management-online.com|http://www.knowledge-management-online.com/knowledge-management-books.html|
|>|Most of these lists have not been updated in a while -- either that or nothing very interesting has been written since 2003.  Make sure to do your own searching to complement these lists. They are by no means exhaustive.|

!HELP
[[Where to Start]]
[[About this Novel]]
[[About Didactic Fiction]]
[[About this Wiki]]
[[Navigation]]
[[Glossary]]
[[Font Size]]
!TABLE OF CONTENTS
[[Part I - Beginning]]
[[Part II - Middle]]
[[Part III - End]]
[[Resources]]
[[Discussion]]

[[Feedback]]
[[Future Versions]]
----
© 2009 [[Barbara Fillip|About the Author: Barbara Fillip]]
----

|! Resource|! URL|
|Getting Management Buy-in for KM (Green Chameleon)|http://www.greenchameleon.com/uploads/Getting_Management_Buy-in_Report.pdf|
|Achieving Buy-in for Knowledge Management (KIM Legal, April 2007)|http://www.kmlegalmag.com/xq/asp/txtSearch.Culture/exactphrase.1/sid.0/articleid.5C188DAD-13FA-437C-B2F8-901966406498/qx/display.htm|
|How to Start a Knowledge Management Program (KM Space blog, August 2008)|http://kmspace.blogspot.com/2008/08/how-to-start-knowledge-management.html|
|Mark Schenk, Shawn Callahan & Andrew Rixon, "Our Take on 'How to Talk about Knowledge Management," Anecdote White Paper|http://www.anecdote.com.au/papers/AnecdoteOurTakeOnKM.pdf|
|Stacy Land, __Managing Knowledge-based Initiatives: Strategies for Successful Deployment__, 2008|Book|

|! Resource|! URL|
|"How to use KPIs (Key Performance Indicators) in Knowledge Management," Green Chameleon|http://www.greenchameleon.com/uploads/How_to_use_KPIs_in_KM.doc|
|David Gurteen, "Measuring the Value of KM," 2006|http://www.gurteen.com/gurteen/gurteen.nsf/id/L002813/|
|Bruce C. Aaron, "Determining the Business Impact of Knowledge Management," |__Performance Improvement__, Vol. 48, No. 4, April 2009.|
|Five Tips for Effective KM Measurement Systems, KM Edge|http://kmedge.org/features/fivetips.html|
|KM Edge (additional resources)|http://kmedge.org/features/kmmeasurementtools.html|
|Joitske Hulsebosch, "Impact Assessment of Knowledge Management Interventions", October 2008 (blog)|http://joitskehulsebosch.blogspot.com/2008/10/impact-assessment-of-knowledge.html|
|Measuring the Impact of KM, October 2008|http://thegiraffe.wordpress.com/2008/08/31/measuring-the-impact-of-km/|

|! Resource|! URL|
|Patrick Lencioni, __Death by Meeting: A Leadership Fable__| [img[Images/DeathbyMeeting.jpg]] |
|7 Tips for Efficient Meetings|http://webworkerdaily.com/2009/03/06/7-tips-for-efficient-meetings/|
|Guidelines for Conducting Effective & Efficient Meetings|http://www.conetrees.com/2009/02/articles/guidelines-for-conducting-effective-and-efficient-meetings/|
|Effective Meeting Facilitation: The Sine Qua Non of Planning, by Miranda Duncan|http://arts.endow.gov/resources/Lessons/DUNCAN1.HTML|
|Effective Meeting Facilitation: Sample Forms, Tools, and Checklists, by Miranda Duncan|http://arts.endow.gov/resources/Lessons/DUNCAN2.HTML|
|Group Dialogue, by Judy Sorum Brown|http://arts.endow.gov/resources/Lessons/BROWN.HTML|
|Designing and Facilitating Meetings|http://web.mit.edu/hr/oed/learn/meetings/index.html|
|See also [[Conversations Resources]]|

Okay, let's face it, mid-life crisis has nothing to do with knowledge management.  I'm not interested in providing resources on mid-life crisis.  Just some entertainment perhaps.

|! Resource|! URL|
|Top Ten Mid-life Crisis Movies|http://lifetwo.com/production/node/20080707-top-ten-midlife-crisis-movies|

''To read the story''
* Use the Table of Contents (to the left) to locate the first scene/[[tiddler|Tiddler]] or the last scene you've read.
* You will find a link to the next scene at the bottom of each scene. Scenes are numbered sequentially.  You will also find other links at the end of some (but not all) of the scenes.  These include links to [[resources|Resources]], links to the main character's [[Learning Log]], and links to [[discussion|Discussion]] questions.
* When you follow an [[internal link|Understanding Links]] to open a new tiddler, it opens ''below'' any already opened tiddler.  You can close individual tiddlers as needed. 
''To search''
* Use the Search Text Box (top right corner). The disadvantage of the Search Text Box is that it search the full text and may return too many results and induce your browser to become unresponsive. 
* Use the Tags (column to the right of the main text)
* Use the left navigation links.

Type the text for 'Notes'

|! Resource|! URL|
|Onboarding: How to get your new employees up to speed in half the time - George Bradt and Mary Vonnegut (John Wiley & Sons, 2009)|Book @ http://www.wiley.com/WileyCDA/WileyTitle/productCd-0470485817.html|
|Rollag, Keith; Parise, Sal, and Rob Cross (2005), “Getting New Hires Up to Speed Quickly,” MIT/Sloan Management Review, Winter Issue, p. 35-44.|http://sloanreview.mit.edu/the-magazine/files/pdfs/46209SxW.pdf  [''Recommended'']|
|Karen O'Leonard, "Effective Onboarding: Reducing New Hire Time to Competency", 2005.|http://www.bersinassociates.com/free_research/randstad_case_study_2.02.pdf [''Recommended'']|
|John Sullivan, "Onboarding Program Killers: 15 Common Errors to Avoid"|http://www.drjohnsullivan.com/content/view/225/27/|
|Eilene Zimmerman, "How Wise Newcommers Find their Way", October 7, 2007, __New York Times__|http://www.nytimes.com/2007/10/07/jobs/07career.html|
|David Lee, "All Aboard! Does Your Onboarding Process Lead to Employee Engagement or Buyer’s Remorse?", 2006|http://www.humannatureatwork.com/Employee-Retention-Articles-All-Aboard.htm|
|Bamboo Project Blog, "Do You Start Your New Employees Out Right?", December 12, 2007.|http://michelemartin.typepad.com/thebambooprojectblog/2007/12/do-you-start-yo.html|
|Sarah Boehle, "Onboarding New Hires at VSP," November 06, 2007|http://www.managesmarter.com/msg/content_display/training/e3iec7c522751047b8ed63e7e3e646c57b1|
|IBM Goes Virtual to Train New Workers November 2006, Chief Learning Officer Magazine.|http://www.clomedia.com/newsletters/2006/November/1599/index.php|
|Brian Platz, "Employee Onboarding: One Chance for a Positive New Employee Experience"|http://humanresources.about.com/od/orientation/a/onboarding.htm|
|Jeffrey Stanley, "Onboarding: How to Get Your New Employees Up to Speed in Half the Time"|http://humanresources.about.com/od/orientation/a/te_onboarding.htm|
|Lauren Keller Johnson, "Rapid Onboarding at Capital One", Harvard Business Publishing, 2006.|http://tinyurl.com/djrc59, also in Management Essentials @ http://blogs.harvardbusiness.org/hmu/2008/02/rapid-onboarding-at-capital-on.php|
|Lauren Keller Johnson, "Get New Managers up to Speed", Harvard Working Knowledge, 2005.|http://hbswk.hbs.edu/archive/4884.html|
|Cross, Rob; Parise, Sal, and Rollag, Keith (2006), “Rapid On-boarding and the “New” Newcomer,” in Gandossy, Robert editor “Workforce Wakeup Call,” John Wiley & Sons. Partial preview|Book @ http://books.google.com/books?id=oKs0I6MZnVYC|
|Rollag, Keith; Parise, Sal, and Rob Cross (2004), “A Relational View of Rapid On-boarding: Getting Newcomers Connected and Productive Quickly,” Research Paper, Working Knowledge Research Consortium, Babson College.|
|Human Capital Institute, "Technologies & Metrics to Implement Onboarding" (slides, video and white paper, free if you are a member)|http://tinyurl.com/de7pqw|
|(Blog) Stewart Mader, "Onboarding: Getting Your New Employees Cleared for Takeoff," April 2008|http://www.ikiw.org/2008/04/14/onboarding-getting-your-new-employees-cleared-for-takeoff/|

''Related terms'': New Employee Orientation, Acculturation
''Related issue'':  There may be some connections between techniques used for on-boarding and techniques for getting project teams up to speed quickly, and techniques for getting new team members to catch up.  Project staff turn-over can be a serious problem for some projects.

| !Resource | !URL |
|Elisabeth Wolfe Morrison & Frances J. Milliken, "Sounds of Silence," ~SternBusiness|http://www.business.unr.edu/faculty/simmonsb/mgt423/orgsilence1.pdf|
|Amy Edmondson, "Do I Dare Say Something?", HSB Working Knowledge|http://hbswk.hbs.edu/item/5261.html|

PC stands for "politically correct", not "Personal Computer"... :)

>//Personal knowledge management (PKM) refers to a collection of processes that an individual needs to carry out in order to gather, classify, store, search, and retrieve knowledge in his/her daily activities (Grundspenkis 2007). One of its focus is about how individual workers apply knowledge processes to support their day-to-day work activities (Wright 2005)//
>Source: Wikipedia, [[Personal Knowledge Management|http://en.wikipedia.org/wiki/Personal_knowledge_management]]. 

See also: [[Personal Knowledge Management Resources]]

| The Story | [[Resources]] | [[Discussion]] | [[Learning Log|Learning_Log]] |
|[[1. The Interview]] | | |
|[[2. Mr. K]] |[[KM in Project-based Organizations|Knowledge Management in Project-based Organizations]]|[[What's Special about Project-based Organizations?|Discussion: Project-based Organizations]]| |
|[[3. Brain Dump]]| | |[[Learning Log - 1/30]]|
|[[4. Kate's Debrief]]||[[KM Starting Point|Discussion: Starting Point]]||
|[[5. Questions for Mr. K]]|[[Questions for Mr. K in a concept map]]|[[Questions to Ask|Discussion: Questions to Ask]]||
|[[6. Second Interview]]|[[Resources on Job Searching and Interviewing]] + [[Resources on Questions]]|[[KM Titles|Discussion: KM Titles]]|[[Learning Log - 2/03]]|
|[[7. College Decisions]]|[[Decision Making Resources]]|[[Documenting Decisions|Discussion: Documenting Decisions]]|
|[[8. On-boarding]]|[[On-boarding Resources]]+[[Organizational Silence Resources]]|[[Organizational Silence|Discussion: Organizational Silence]]|[[Learning Log - 2/10]]|
|[[9. Information Overload]]|[[Information Overload Resources]]||[[Learning Log - 3/15]]|
|[[10. Where Are We Now?]]|[[KM Maturity Models Resources]] + [[Knowledge Management Audit]] + [[Learning Organization Resources]] + [[Business Case for KM Resources]]|[[Vision & Business Case|Discussion: Vision and Business Case]]|[[Learning Log - 3/30]]|
|[[11. Relationships]]||||
|[[12. Back Cover]]|||
|[[13. One Night]]|||
|[[14. Recap]]|[[Recap Map]]|[[Organizational Learning Landscape|Discussion: Organizational Learning Landscape]]||
| [[Part II - Middle]] |||

| The Story | [[Resources]] | [[Discussion]] | [[Learning Log|Learning_Log]] |
|[[15. Monday Morning]]|[[Management Buy-in Resources]]|[[Dealing with Resistance|Discussion: Dealing with Resistance]]|[[Learning Log - 5/15]]|
|[[16. Lunch with Kate]]|||
|[[17. IT]]|[[IT-based KM - Resources]]||[[Learning Log 5/25]]|
|[[18. Decision Time]]|[[Conversations Resources]]||[[Learning Log 5/30]]|
|[[19. Action Learning Pilot]]|[[Action Learning Resources]] + [[Internal Competition Resources]]|[[Internal Competition|Discussion: Internal Competition]]|[[Learning Log - 6/5]]|
|[[20. Gen Y - New York City]]|[[Knowledge Retention Resources]] + [[Gen Y Resources]] + [[Collaboration Resources]] + [[Pause & Learn Resources]] + [[Collaboration Resources]]|[[Physical Space & Collaboration|Discussion: Physical Space & Collaboration]]|[[Learning Log - 6/10]]|
|[[21. College Move]]|||
|[[22. Review]]|[[Meetings Resources]]|[[Reporting to Management|Discussion: Reporting to Management]]|[[Learning Log - 8/28]]|
|[[23. Ostrich]]|[[Mid-life Crisis Resources]]||
|[[24. Questions from the Boys]]|[[Decision Making Resources]]+[[Emotional Intelligence Resources]]|[[The Emotional Side of Change Management|Discussion: The Emotional Side of Change Management]]||
|[[25. Check Point - Conversations]]|[[Conversations Resources]] + [[Pause & Learn Resources]]||[[Learning Log - 10/1]]|
|[[26. Betrayal]]|||
|[[27. The Boston Drive]]||||
|[[28. Difficult Conversations]]|[[Conversations Resources]]||[[Learning Log - 11/27]]|
|[[29. "We're Ready"]]|[[KM Stages of Implementation Resources]] + [[Social Bookmarking Resources]]|[[Stages of Implementation|Discussion: Stages of Implementation]]|[[Learning Log - 12/05]]|
|[[30. All-Hands]]|[[Communications Strategy Resources]] + [[KM Strategy Resources]] + [[KM Champions]]+ [[Change Management Resources]]|[[KM Communications Strategy|Discussion: KM Communications Strategy]]|[[Learning Log - 12/12]]|
|[[31. Five Pages or Less]]|[[KM Strategy Resources]]|[[KM Strategy Brainstorming|Discussion: KM Strategy Brainstorming]]|[[Learning Log - 12/16]]|
|[[32. Date]]|||
|[[33. Letter to Paul]]|||
|[[34. Scaling Up Strategy - Action Plan]]|[[Resources for Action Plans]]|[[Action Plan|Discussion: Action Plan]]||
|[[35a. Scaling Up Strategy - Initial Wiki Content]]|||
|[[35b. Scaling Up Strategy - Wiki Discussion]]|[[KM Strategy Resources]]+[[SNA Resources]]|[[KM Pilot Activities - Wiki]]|[[Learning Log - 12/30]]|
|[[36. Last Minute Invitation]]|||
|[[37. Dinner at George's]]|||
|[[38. Morning]]|||
| [[Part III - End]] |||

| The Story | [[Resources]] | [[Discussion]] | [[Learning Log|Learning_Log]] |
|[[39. Closed Doors]]|[[Knowledge Retention Resources]]|[[Beyond Exit Interviews|Discussion: Beyond Exit Interviews]]|[[Learning Log - 1/15]]|
|[[40. Mr. K's Future]]|[[Storytelling Resources]] + [[Budget for KM - Resources]]|[[KM Team|Discussion: KM Team]]|[[Learning Log - 1/28]]|
|[[41. Vacation]]|||
|[[42. Learning to Cook (Again)]]|||
|[[43. The Movie]]|||
|[[44. New Beginnings at Work]]|||[[Learning Log - 2/1]]|
|[[45. Moving On]]|||
|[[46. The Interview]]||[[Didactic Fiction|Discussion: Didactic Fiction]]||
|>|>|>|That's it... if you haven't done so yet, see my ideas about [[future versions and revisions|Future Versions]]. And don't forget to send me a note or give me some [[feedback|Feedback]]|
|>|>|>|If you want to read more about Knowledge Management, here are some existing [[lists of relevant KM books|Lists of KM Books]]|

|! Resource|! URL|
|~PaL - [[Pause and Learn]] at NASA/Goddard Space Flight Center|http://www.nasa.gov/centers/goddard/about/organizations/OCKO/pause/index.html|
|!Video Nuggets|
|Ed Rogers, Taking Advantage of the Natural Learning Fault Line with Pause and Learn - Video :: Transcript (1:56 min)|http://pbma.nasa.gov/videolibrary/index.php?fuseaction=videolibrary.video&vid=330|
|Ed Rogers, What is the PaL Process? - Video :: Transcript (0.51 min)|http://pbma.nasa.gov/videolibrary/index.php?fuseaction=videolibrary.video&vid=333&cable=1|
|Ed Rogers, When the PaL Process is Useful within a Project/Program - Video :: Transcript (1.14 min)|http://pbma.nasa.gov/videolibrary/index.php?fuseaction=videolibrary.video&vid=334&cable=1|
|Ed Rogers, How the PaL Process Benefits a Project/Program - Video :: Transcript (1.47 min)|http://pbma.nasa.gov/videolibrary/index.php?fuseaction=videolibrary.video&vid=335&cable=1|
|Ed Rogers, The Four Basic Principles of the PaL Process - Video :: Transcript (3.01 min)|http://pbma.nasa.gov/videolibrary/index.php?fuseaction=videolibrary.video&vid=336&cable=1|
|!Papers relevant to the PaL process|
|Ed Rogers & John Milam, “Pausing for Learning: Applying the After Action Review Process at the NASA Goddard Space Flight Center,” IEEE Aerospace Conference Proceedings, March 7-12, 2005.|
|Ed Rogers, “Introducing the Pause and Learn (PaL) Process: Adapting the Army After Action Review Process to the NASA Project World at the Goddard Space Flight Center,” Revised June 8, 2006.|http://www.nasa.gov/centers/goddard/pdf/287922main_PALwhitepaperV3.pdf|
|U.S. Army Combined Command, “A Leader’s Guide to After-Action-Review,” Training Circular 25-20, 1993.|http://www.au.af.mil/au/awc/awcgate/army/tc_25-20/tc25-20.pdf|

"Pause and Learn" (~PaL) is a term created by Dr. Edward W. Rogers at NASA's Goddard Space Flight Center.  It is inspired by [[After-Action-Reviews]]. 

See [[Pause & Learn Resources]].

|! Resource|! URL|
|Pecha Kucha (Wikipedia)|http://en.wikipedia.org/wiki/Pecha_Kucha|
|A primer on Pecha Kucha for Learning (the Bamboo Project)|http://michelemartin.typepad.com/thebambooprojectblog//2008/04/a-primer-on-pec.html|

"A 'Peer Assist' methodology consists of bringing together a group of peers to get feedback on a problem, project, or activity, and then drawing lessons from the participants' knowledge and experience."

Source: [[Knowledge Sharing in the CGIAR|http://www.ks-cgiar.org/index.php?option=com_content&task=view&id=18&Itemid=49]]
See also [[Resources for KM Practices]]

|! Resource|! URL|
|"Understanding Personal Knowledge Management: A weblog case", by Lilia Efimova|https://doc.telin.nl/dsweb/Get/Document-44969/pkm_weblogs_final.doc|
|"Personal Knowledge Management Planning Guide: Developing Ways to "work smarter not harder"," by Kirby Wright|http://www.knowledgeresources.ca/Knowledge_Resources/PKM_Planning_files/PKM%20Planning%20Guide.pdf|
|"Turn your Google Services into a Powerful Knowledge Management Toolkit," January 3, 2007|http://incsub.org/soulsoup/?p=759|
|Harold Jarche, "Sensemaking with PKM," March 12, 2009, Learning and Working on the Web (blog)|http://www.jarche.com/2009/03/sense-making-with-pkm/|
|Bill Ives, "Managing Personal Knowledge: Setting a Foundation Transformation," May 2, 2007, The ~FASTForward Blog|http://www.fastforwardblog.com/2007/05/02/managing-personal-knowledge-setting-a-foundation-for-transformation/|
|Dave Pollard, "What's Next After Knowledge Management? A Scenario," April 10, 2009, How to Save the World (blog)|http://blogs.salon.com/0002007/2009/04/10.html#a2362|
|Dave Pollard, "The ~PKM-enabled Organization," September 27, 2006, How to Save the World (blog)|http://blogs.salon.com/0002007/2006/09/27.html#a1657|
|Steve Barth, "~Self-Organization: Taking a Personal Approach to KM," from Ch. 28 - Knowledge Management Tools and Techniques: Practitioners and Experts Evaluation KM Solutions, 2004|http://www.knowledgeboard.com/download/3285/pkm-chapter-stevebarth.pdf|
|Personal Knowledge Management, Special issue of /Online Information Review/, Volume 33, Issue 2 (2009)|http://www.emeraldinsight.com/Insight/viewContainer.do?containerType=Issue&containerId=15001331|
|"Personal Knowledge Management: A DIY Guide to Knowledge Management - Part II,"|http://www.greenchameleon.com/thoughtpieces/pkm.pdf|
|"Making Knowledge Visible: A DIY Guide to KM for Every Manager - Part I,"|http://www.greenchameleon.com/thoughtpieces/visible.pdf|
|Nick Milton, "Personal Knowledge Management (PKM) = Corporate Failure?" April 26, 2009, Knoco Stories Blog|http://www.nickmilton.com/2009/04/personal-knowledge-management-pkm.html|
|Steve Barth, "Does Corporate Failure = PKM?", May 13, 2009, Reflexions Blog|http://reflexions.typepad.com/reflexions/2009/05/does-corporate-failure-pkm.html|
|Steve Richards, "Does Corporate Failure = PKM?", May 14, 2009, Adventures in Home Working Blog|http://steves.seasidelife.com/2009/05/14/does-corporate-failure-pkm/|

|! Resource|! URL|
|"Debriefing Yourself" - The Bamboo Project|http://michelemartin.typepad.com/thebambooprojectblog/2008/09/debriefing-your.html|
|"Personal Reflective Practice" - The Bamboo Project|http://michelemartin.typepad.com/thebambooprojectblog//2008/03/incorporating-r.html|
|Robert Loo, "Journaling: A Learning Tool for Project Management Training and Team Building," Project Management Institute, 2002, Vol. 33, No. 4|http://it.coe.uga.edu/~treeves/edit7550/journaling.pdf|
|(Blog) Keeping a Work Journal|http://thinkingthrough.wordpress.com/2007/10/23/keeping-a-work-journal/|
|The Advantages of Keeping An Analog Work Journal (2007), D*I*Y Planner|http://www.diyplanner.com/node/4534|
|Byron Pulsifer, "Journaling Work Issues: A Stress Thought." 2003|http://www.stresslesscountry.com/journaling-your-health/index.html|
|Learning Log or Learning Journals (Alex Wong)|http://www.docstoc.com/docs/8287725/how-to-write-learning-log|

Lists of ''resources'' are a good place to start looking for additional information about specific topics but should in no way be perceived as a comprehensive listing of the most relevant resources on any particular topic.  

The resources listed throughout the story were selected because of some connection to the story line.  They are not intended as a "reading list".

//Note:  These resources sections are the most "unfinished" part of this whole project.  The links will become outdated very quickly. People can search the web on their own and find what they really need faster than by going through these links.  Ideally, I would get my act together and fix [[my collections of links on Diigo|http://www.diigo.com/profile/bfillip]] to connect to this project.//

Read more about [[links|Understanding Links]].

|! Resource|! URL|
|Basics of Action Planning|http://managementhelp.org/plan_dec/str_plan/actions.htm|
|How to Write an Action Plan|http://www.time-management-guide.com/plan.html|

|!KM Practices / Guidebooks, Toolkits|
|Canadian International Development Agency, "Knowledge Sharing: Methods, Meetings and Tools," November 2003.|http://www.km4dev.org/index.php?module=uploads&func=download&fileId=10|
|Ben Ramalingan, "Tools for Knowledge and Learning: A Guide for Development and Humanitarian Organizations," 2006 (ODI)|http://www.odi.org.uk/resources/download/153.pdf|
|Knowledge Sharing Toolkit developed by the CGIAR|http://www.kstoolkit.org/|
|Knowledge Management Tools and Techniques (by I@~DeA)|http://www.idea.gov.uk/idk/aio/8595069|
|Dare to Share Toolkit (SCC)|http://www.daretoshare.ch/en/Dare_To_Share/Knowledge_Management_Toolkit?officeID=73|
|!Peer Assist|
|[[Peer Assist]]:  (Video animation) based on __Learning to Fly:Practical Knowledge Management from Leading and Learning Organisations__ by Chris Collison and Geoff Parcell (Capstone Publishing, 2001, 2004)|http://www.saea.uottawa.ca/index.php?option=com_content&task=view&id=682&Itemid=649|
|Conducting Peer Assists in the Operations Evaluations Department (Asian Development Bank)|http://www.adb.org/documents/guidelines/conducting-peer-assists/guidelines.pdf|

|>|!Article about Job Interviews|
|Karen Burns, "A Job Interview is Just a Conversation," July 1, 2009|http://www.usnews.com/blogs/outside-voices-careers/2009/07/01/a-job-interview-is-just-a-conversation.html|
|Great Places to Work: Interview Horror Stories: The funniest job interview mishaps, in The Washingtonian, Tuesday, November 01, 2005.|http://www.washingtonian.com/articles/businesscareers/2159.html|
|>|! KM Jobs|
|KM Careers: Description of various KM jobs & a comprehensive list of articles and other resources related to the role of the CKO and other KM jobs (unfortunately, it hasn't been updated since 2002)|http://www.icasit.org/km/intro/kmcareer.htm|
|Steven Denning, "Knowledge Management Job Description."|http://www.stevedenning.com/job.htm|
|KM Job description (World Bank)|http://info.worldbank.org/etools/docs/library/152401/Resources/Jobs/KM-GF.doc|
|Robert Neilson, "Knowledge Management and the Role of the CKO"|http://www.collaborationproject.org/download/attachments/13893698/KM_and_the_Role_of_the_CKO.pdf?version=1|
|Anecdote: "The Chief Knowledge Officer's First Speech"|http://www.anecdote.com.au/archives/2006/05/the_chief_knowl.html|
|__The Chief Learning Officer__ |(book) http://books.google.com/books?id=fMRKJ8iG_JgC&client=firefox-a|
|Become a Chief ~Meta-Learning Officer|http://www.nxtbook.com/nxtbooks/mediatec/clo0509/index.php?startid=48#/50|

|>|! Ideas|
|>|''1. Visual CVs'', Use a [[Concept Map]] 1) or mind map to prepare for an interview and organize your research notes and/or to summarize your previous experience to present the information in your CV in a more visual way, perhaps highlighting connections that are not obvious in your CV.   Concept maps tend to work very well with people who are more visual.  If your CV presents a typical chronological review of your employment, why not bring along a concept map that highlights your key areas of expertise and skills that you've acquired along the way, without mention of the specific employer or position.  After all, it is the accumulation of knowledge and skills that an employer should be interested rather than where and when you acquired that knowledge or skill.|
|>|Here are a few examples of CVs in the form of mind maps:|
|Be different - include a Mind Map in your CV|http://www.fuzz2buzz.com/en/mex/mind-map/software/967/be-different-include-mind-map-your-cv|
|Dr. Jaron Collis|http://www.agentsmith.com/personal/jaron-mindmap-cv.pdf|
|3D CV (very complex)|http://www.as-map.com/ISOMAP-ARNAUD_VELTEN_2007.pdf|
|>|One of the main benefits of having a visual CV, even a simple one, is that as soon as the interviewer asks you the dreaded questions (tell me about yourself), you can pull out a single piece of paper that has the key highlights you don't want to forget and you are able to talk about your professional experiences in an angle that's different from what's in your CV so that you're not repeating too many things the interviewer should already know from reading your CV.|
||
|>|''2. Reflect on your own experience'': Use personal debriefing or [[reflection]] to prepare for an interview and to learn from it.  Ask yourself what has worked and hasn't worked for you in previous experiences with interviewing.  There are lots of resources available to prepare for interviews, to help you think about possible questions and how you would answer them.  Most of it may be good to build your self-confidence and to feel prepared.  The most important thing isn't so much to rehearse answers to questions that will most likely never come, but to have a good sense of what you are truly interested in and why you are interviewing for the position.  In order to find your true voice, developing strategies based on your own prior experience is probably most useful.  So, even if you've only gone through one interview before, you've probably learned a lot from it.  Make the most of that experience.  Sometimes it's useful to talk to someone about your experiences.  The person you share those experiences with might bring up some points you wouldn't have thought about and he/she might learn something from that conversation as well.|
|"Learning from job interviews"|http://www.adecco-asia.com/singapore/asset/pdf/candidates_careerstart/Learning%20from%20job%20interviews.pdf|
|"Debrief after your Interview"|http://www.careerpotential.com/articles/debrief-after-job-interview.html|

|!Resource|! URL|
|__Leading with Questions: How Leaders Find the Right Solutions By Knowing What To Ask__, by Michael J. Marquardt |Book|
|__The 7 Powers of Questions: Secrets to Successful Communication in Life and at Work__, by Dorothy Leeds |Book|
|__Smart Questions: The Essential Strategy for Successful Managers__ by Dorothy Leeds|Book|
|__201 Best Questions to Ask on your Interview__, by John Kador|Book|
|"How to ask good questions in an interview" -- February 1, 2007|http://blog.penelopetrunk.com/2007/02/01/how-to-ask-good-questions-in-an-interview/|

"Social network analysis [SNA] is the mapping and measuring of relationships and flows between people, groups, organizations, computers, ~URLs, and other connected information/knowledge entities. The nodes in the network are the people and groups while the links show relationships or flows between the nodes. SNA provides both a visual and a mathematical analysis of human relationships. Management consultants use this methodology with their business clients and call it Organizational Network Analysis [ONA]."  
//Source: Social network Analysis  (a short introduction)// @ http://www.orgnet.com/sna.html

|! Resource|! URL|
|Organizational Network Analysis (an introduction) |http://www.byeday.net/ona.htm|
|orgnet.com |http://orgnet.com/index.html|
|Network Roundtable |http://www.crossanalytics.com/nrt/|
|Rob Cross & Robert J. Thomas, __Driving Results Through Social Networks: How Top Organizations Leverage Networks for Performance and Growth__, 2009|Book|
|Social Network Analysis as a Knowledge Management Tool|http://www.knowledge-experts.com/sna.htm|
|Chris Fletcher (Deloitte Consulting), "Encouraging Knowledge Sharing in Professional Services: Organizational Network Analysis" (a presentation)|http://www.slideshare.net/chfletcher/encouraging-knowledge-sharing-in-professional-services-organisational-network-analysis|
|See also [[SNA definition|SNA]].|

Type the text for 'SaveBackups'

The processes needed to make something happen on a small scale (a pilot scale) are different from the processes need to make something happen on a much larger scale. It's not just a question of size. A pilot is typically meant to test something, often with an intent to learn something about what worked and what didn't work before trying out the approach on a broader scale. “Scaling up” is therefore not just about doing more of something, it usually requires doing things differently and it can be seen as a multidimensional process.

A ''quantitative scaling up'' may involve doing more After-Action-Reviews (AAR), increasing the number of Knowledge Sharing events. In essence, a quantitative scale up involves doing more of the same types of activities. Depending on the scale, doing more can put a serious strain on resources available. The result is that these activities may need to be managed differently. One approach for example may be to train people within the different offices to do their own ~AARs rather than have the KM Office bear full responsibility for organizing and facilitating them.

A ''functional scaling up'' refers to organizations increasing their scope of activity. In this case, this may not involve creating new KM practices but rather engaging in closer collaboration with related organizational entities and linking up with and leveraging other knowledge management related activities undertaken by various departments independently of KM Office activities. Typically, scaling up efforts require greater intra and inter-organizational collaboration.

''Organizational scaling up'' refers to an initiative to improve the effectiveness and efficiency of an organization’s core activities. In this case, the activities already undertaken by the Chief Learning Officer (and his team) can be linked to other training activities.

Finally, ''political scaling up'' refers to efforts to engage in the political process and build relations with the highest levels of management. A political scaling up may result in increased engagement of management in a KM initiative or in an improved policy environment for KM.

To scale up the impact of KM initiatives on the organization’s Mission, all four dimensions of scaling up may need to be addressed.&nbsp;

//Adapted from: Peter Uvin & David Miller, "Paths to Scaling-up: Alternative Strategies for Local Nongovernmental Organizations," __Human Organization__, Volume 55, Number 3 / Fall 1996.//

The idea for this novel doesn't come from a single seed or single moment. It has evolved out of a series of "experiments" over the past few years and it is also rooted in a fiction doodling habit that dates from my early teens.

First, there was Kamala.
[img[Images/Kamala.jpg]]
Kamala is the name of a fictional country I created a few years ago (2007) at the beginning of a book project while I was working for the [[Academy for Educational Development|http://www.aed.org]] (AED). I had been tasked with writing a book about scaling up telecenters. The book was a collaboration with Microsoft and was eventually published as [[Making the Connection: Scaling Up Telecenters for Development|http://connection.aed.org/]], co-authored with Dennis Foote.

I remember spending a weekend developing the idea and thinking very hard about how to present it to my colleagues at AED, wondering if it would ever fly.

I certainly didn't know whether I could pull it off. I essentially proposed to write a book that would be based around efforts to establish a network of telecenters in the fictional country of Kamala. I had sketched the key characters as the core stakeholders one might imagine in such an endeavour and the outline of a plot which mirrored the essential steps one would take to establish such a network. I was really excited about the whole idea. I still have a hand-drawn map of Kamala posted in my basement.

Needless to say, the idea didn't take off. After some initial support -- anything new and unusual can get initial support -- I was told to get back to something more traditional. And so I did. The only trace of a Kamala idea left in that book is the imaginary Telecenter Help Desk at the beginning of most of the chapters. In retrospect, I don't know that I could have pulled it off and it was too important of an initiative to risk a major failure.

Going even further back, I had been interested in the potential of fiction as a learning tool. I had been intrigued by a paper written by David Lewis, Dennis Rodgers and Michael Woolcock which analyzed a range of fiction works dealing with development themes. The paper is titled [["The Fiction of Development: Knowledge, Authority and Representation."|http://eprints.lse.ac.uk/379/1/Fiction_of_Development-August2005-final.pdf]]. I was so intrigued that I started using the books mentioned in their paper as my reading list.

At the same time, I was experimenting with the use of case studies -- especially fictional case studies -- and keeping a close eye on the emerging storytelling movement. I was reading Steve Denning's work and came upon his __Squirrel Inc__. I had been reading a number of "[[business novels|About Didactic Fiction]]", not so much because I was interested in the business concepts being discussed but because I was interested in the genre as a subset of didactic fiction. See [[Fiction with a Mission|http://www.knowledgefordevelopment.com/labels/business%20fiction.htm]] (blog post of March 2008).

I was also quite fascinated with the idea of using Games for Learning and the concept of "[[serious games|http://en.wikipedia.org/wiki/Serious_game]]".

''References''
* Lewis, David and Rodgers, Dennis and Woolcock, Michael (2005) The fiction of development : knowledge, authority and representation. Working Paper 05-61. London School of Economics and Political Science, London, UK.
* Fillip, Barbara & Foote, Dennis, (2007) __Making the Connection: Scaling Up Telecenters for Development__, Academy for Educational Development & Microsoft.
* Denning, Stephen, (2004) __Squirrel Inc: A Fable of Leadership Through Storyteling__. ~Jossey-Bass.

<<search>><<closeAll>>@@color(red):<<fontSize "font-size:">>@@

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A Novel about Knowledge Management - Version 1.5 (Web)

''Knowledge for Development, LLC''
Learning Log

>//Social bookmarking is a method for Internet users to store, organize, search, and manage bookmarks of web pages on the Internet with the help of metadata, typically in the form of tags that collectively and/or collaboratively become a folksonomy.//
>Source: Wikipedia, [[Social Bookmarking|http://en.wikipedia.org/wiki/Social_bookmarking]].

|! Resource|! URL|
|Social Bookmarking (wikipedia)|http://en.wikipedia.org/wiki/Social_bookmarking|
|Enterprise Bookmarking (wikipedia)|http://en.wikipedia.org/wiki/Enterprise_bookmarking|
|List of Social Bookmarking Websites (wikipedia)|http://en.wikipedia.org/wiki/List_of_social_bookmarking_websites#Social_bookmarking|
|Social Bookmarking in Plain English (Video)|http://www.youtube.com/watch?v=x66lV7GOcNU|
|Portals and KM (Bill Ives)- Social Bookmarking|http://billives.typepad.com/portals_and_km/social_bookmarking/|
|Jack Vinson, "Social Bookmarking in the Enterprise at MITRE," September 19, 2008, Knowledge Jolt with Jack (blog)|http://blog.jackvinson.com/archives/2008/09/19/social_bookmarking_in_the_enterprise_at_mitre.html|

|! Resource|! URL|
|Jenny Ambrozek, William Anderson and Victoria Axelrod, "Lessons in Enterprise Networking form a Facebook Groups Investigation."|http://c21org.typepad.com/presentations/files/ik_mag_facebook_study_article.pdf|
|Patricia M. Jones. "Collaborative Knowledge Management, Social Networks, and Organizational Learning."|http://human-factors.arc.nasa.gov/publications/collab_know_paper.pdf|
|Dayan Baran, "Why Many Social Software Projects Fail," September 17, 2008|http://www.webguild.org/2008/09/why-many-social-software-projects-fail.php|

|! Resource|! URL|
|__The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative__ , by Stephen Denning, 2005.|Book|
|"Tacit Knowledge: How Stories Capture Tacit Knowledge" Steve Denning|http://www.stevedenning.com/tacit_knowledge.html|
|ILO, "Knowledge Capture and Organizational Learning."|http://www.ilo.org/public/english/support/lib/knowledgesharing/capture.htm|
|(Presentation) Knowledge Capture Systems:  Systems that Preserve and Formalize Knowledge, 2007|http://www.cse.ust.hk/~dekai/600G/notes/KM_Slides_Ch14.pdf|
|"Storytelling in Knowledge Management: An Effective Tool for Uncovering Tacit Knowledge," by Shauna LeBlanc and James Hogg|http://stcatlanta.org/currents06/proceedings/leblanc.pdf|
|(Presentation) "Unleash Tacit Knowledge Using Storytelling" (IFAD)|http://www.slideshare.net/ifad/unleash-tacit-knowledge-using-storytelling-presentation|
|(Article) "Imparting Knowledge Through Storytelling," by Tom Reamy, 2002|http://www.kmworld.com/Articles/Editorial/Feature/Imparting-knowledge-through-storytelling,-Part-1-of-a-two-part-article-9358.aspx|
|Swiss Agency for Development & Cooperation (SDC), "Story Guide: Building Bridges Using Narrative Techniques," 2006|http://www.deza.admin.ch/ressources/resource_en_155620.pdf|
|Shawn Callahan, Andrew Rixon & Mark Schenk, "The Ultimate Guide to Anecdote Circles: A Practical Guide to Facilitate Storytelling and Story Listening,"  2006|http://www.anecdote.com.au/files/Ultimate_Guide_to_ACs_v1.0.pdf|
|(See also http://www.anecdote.com/au/AnecdoteCircles)|

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<<timeline>>

In [[TiddlyWiki]] language, a tiddler is a section of text. In this novel, you will not be turning the page, you will be opening various sections of text called tiddlers.  Each scene is a tiddler.  When you follow an [[internal link|Understanding Links]], it opens the corresponding tiddler below any already opened tiddler.  You can close other tiddlers as needed.

This novel was written using TiddlyWiki - a free wiki tool downloadable from http://www.tiddlywiki.com/.

There are two types of links within the wiki.  
* A @@color(darkblue):''bold blue link''@@ indicates a link to another page (or [[tiddler|Tiddler]]) within the wiki. It will open a wiki page (also known as a tiddler).
//Note: Depending on the configuration of the wiki, clicking on an internal link will either open the new tiddler at the top of the page, moving the previously open tiddler below, or it will replace the previously open tiddler.  Not sure what the best approach is for readers.  Also don't know what would happen to the search function if only one tiddler can be open at any given time.  Right now the search function opens ALL search results.//
* An @@color(darkblue):__underlined blue link__@@ represents a link to an external site.  An external link will always open in a separate window. 
//Note:  For all the resources sections, the full URL is spelled out.  Creating an embedded link for each resources would certainly have made it prettier but I opted to make the link obvious.  I like to have a sense of where I'm going before I click on a link.//

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''Author's Introduction''
The [[Author's Introduction]] provides a few paragraphs about the overall project.

''White Paper''
If you teach knowledge management, the White Paper on "[[Integrating Didactic Fiction in Structured Training|WhitePaper.pdf]]" would be a good place to start.  It is a six page PDF document. Alternatively, start with an [[abstract of the White Paper|White Paper]]. 

''Elevator Pitch''
In 360 words, the [[elevator pitch|About this Novel]] will give you the essentials of the plot, the genre, the media and the target audience.  

''Complete Manuscript''
The complete manuscript is under review.  Contact [[Barbara Fillip|mailto:info@knowledgefordevelopment.com]] to be alerted when the full manuscript is available.

Some of the [[HELP]] sections may also be useful as a starting point.

''Abstract''  
This short White Paper highlights a number of approaches for integrating didactic fiction into structured training, whether in an academic setting, a formal professional development context or an informal workshop.  

The White Paper illustrates the integration of such didactic fiction with the specific example of Learning Log, a business novel focused on a Knowledge Management theme. 

While Learning Log comes with suggested discussion activities, the intent is to inspire instructors and professors to create their own discussion activities and/or assignments for Learning Log as well as other didactic novels that may have a role to play in their course syllabus.  

Click on the link to access the five-page PDF document: [[Integrating Didactic Fiction in Structured Training|WhitePaper.pdf]]

I started writing the initial drafts of this novel using a personal wiki simply because I had been frustrated with the use of MS Word to manage files in my previous adventures in fiction writing.  TiddlyWiki is a great [[personal knowledge management|PKM]] tool and it is  extremely flexible (even without tinkering with any code).  I wanted to be able to create as many small files as I needed and have them connected and easy to find.  TiddlyWiki was the answer.  Initially,  I only meant to use it to draft the manuscript and keep all my notes in a single, easily searchable location.  The entire novel is a single html file.  

As the first draft evolved and the manuscript took shape, I began using more and more of the functions of the wiki and a few things became apparent:
* Transferring the files back to MS Word or some other word processing tool would be time consuming and not amusing;  {There are two reasons I might have to transform it into a properly formatted manuscript: 1) if the feedback I receive is that it's too difficult to read using the wiki and people would rather have a hard copy; 2) if I try to get it "published" rather than just post it on my website.}
* This novel would not be published in a traditional book format because no publisher in their right mind would see a significant market for it (or so I thought); 
* The manuscript's hypertext functions meant that it would not transfer well to a traditional paper format or even eBook format -- although I now know that some eBooks have hypertext in them.  
If you have an opinion about how readable this presentation format is, [[let me know|Feedback]]. 

''Related Resources''
[[Personal Knowledge Management|PKM]]
[[Wiki Resources]]

|! Resource|! URL|
|Tay Pei Lyn Grace, "Wikis as a Knowledge Management Tool," Journal of Knowledge Management, Vol. 13, Issue 4, 2009|http://www.emeraldinsight.com/Insight/viewContainer.do?containerType=Journal&containerId=11291|
|Stewart Mader, "Your Wiki Isn't Wikipedia: How to Use it for Technical Communication," January 2009|http://www.ikiw.org/wp-content/uploads/2009/01/stc_intercom.pdf|
|Stewart Mader. "Five Effective Wiki Uses: And How Companies Benefit from Them," Website Magazine, August 2008|http://www.ikiw.org/wp-content/uploads/2009/01/websitemagazine.pdf|
|(Book) Stewart Mader, __Wikipatterns__, 2008.|http://www.wikipatterns.com/display/wikipatterns/Wikipatterns|
|(Book) Don Tapscott & Anthony D. Williams, __Wikinomics: How Mass Collaboration Changes Everything__|http://www.wikinomics.com/book/|
|(Blog) Anthony D. Williams, "Wiki Collaboration Leads to Happyness"|http://www.wikinomics.com/blog/index.php/2008/03/26/wiki-collaboration-leads-to-happiness/|
|(Video) Commoncraft, "Wikis in Plain English"|http://www.commoncraft.com/video-wikis-plain-english|
|TiddlyWiki -- the tool used to develop this novel|http://www.tiddlywiki.com|
|Intellipedia (on Wikipedia)|http://en.wikipedia.org/wiki/Intellipedia|

* January 1, 2009 - [[Perfect Day to Start|http://www.knowledgefordevelopment.com/2009/01/perfect-day-to-start.htm]]
* January 2, 2009 - [[Lessons Learned About Writing Fiction|http://www.knowledgefordevelopment.com/2009/01/lessons-learned-about-writing-fiction.htm]]
* January 2, 2009 - [[Didactic Fiction|http://www.knowledgefordevelopment.com/2009/01/didactic-fiction.htm]]
* January 3, 2009 - [[Didactic Fiction -- Some Thoughts|http://www.knowledgefordevelopment.com/2009/01/didactic-fiction-some-thoughts.htm]]
* January 24, 2009 - [[Knowledge Integration|http://www.knowledgefordevelopment.com/2009/01/knowledge-integration.htm]]
* February 21, 2009 - [[Making Progress|http://www.knowledgefordevelopment.com/2009/02/making-progress.htm]]
* March 3, 2009 - [[Wiki Novel|http://www.knowledgefordevelopment.com/2009/03/wiki-novel.htm]]
* March 14, 2009 - [[Didactic Fiction & Related Narrative Forms|http://www.knowledgefordevelopment.com/2009/03/didactic-fiction-related-narrative.htm]]
* March 25, 2009 - [[Celebrating Small Victories|http://www.knowledgefordevelopment.com/2009/03/celebrating-small-victories.htm]]
* April 5, 2009 - [[Didactic Fiction and Teaching|http://www.knowledgefordevelopment.com/2009/04/didactic-fiction-teaching.htm]]
* May 17, 2009 - [[Didactic Novel Update|http://www.knowledgefordevelopment.com/labels/Didactic%20fiction.htm]]
* May 26, 2009 - [[Creative Forms of Publishing|http://www.knowledgefordevelopment.com/2009/05/creative-forms-of-publishing.htm]]
* June 14, 2009 - [[Didactic... in a Good Way|http://www.knowledgefordevelopment.com/blogger.html]]
* June 21, 2009 - [[Playing with Code|http://www.knowledgefordevelopment.com/2009/06/playing-with-code.htm]]
* June 27, 2009 - [[THE END.|http://www.knowledgefordevelopment.com/2009/06/end.htm]]
* June 30, 2009 - [[Learning Log Version 0.5|http://www.knowledgefordevelopment.com/2009/06/learning-log-version-05.htm]]
* July 4, 2009 - [[The END is just a New BEGINNING|http://www.knowledgefordevelopment.com/2009/07/end-is-just-new-beginning.htm]]
* July 14, 2009 - [[Learning Log Revisions|http://www.knowledgefordevelopment.com/2009/07/learning-log-revisions.htm]]
* September 4, 2009 - [[Brainstorming a Book Title|http://www.knowledgefordevelopment.com/2009/09/brainstorming-book-title.htm]]

//I wrote the blog entries about the novel as a self-motivation mechanism.  The logic is that if I announce publicly that I'm doing this, there is a greater likelihood that I'll complete it.  Looking back at these entries, they also document an evolving writing process.//

An annotated outline is meant to provide the overall structure of a document but also spell out what the key message of each section is going to be.

Fiction doodling refers to the habit of spending an inordinate amount of time daydreaming entire stories in one's head and occasionally writing down pieces of scenes and dialogue on loose paper that end up in the trash.  It should come with a warning as it can turn slightly obsessive.  

//There is a study that claims that [[doodling helps people pay attention|http://www.time.com/time/health/article/0,8599,1882127,00.html]].  That's good news. :)//

''Definitions by key authors''
>//"The essence of organisational learning is the organization's ability to use the amazing mental capacity of all its members to create the kind of processes that will improve its own."// (Nancy Dixon 1994)

>//"A Learning Company is an organisation that facilitates the learning of all its members and continually transforms itself."// (M. Pedler, J. Burgoyne and Tom Boydell, 1991)

>//"Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learn together."// (Peter Senge, 1990)

''Key characteristics of learning organizations''

    * Are adaptive to their external environment
    * Continually enhance their capability to change/adapt
    * Develop collective as well as individual learning
    * Use the results of learning to achieve better results

For more information, see [[Learning Organization Resources]]

//Onboarding encompasses efforts to acquire, accommodate, assimilate and accelerate new team members, whether they come from outside or inside the organization.// (Wikipedia, "Onboarding", March 5, 2009. http://en.wikipedia.org/wiki/Onboarding). 

In conjunction with or to replace traditional "new employee orientation" processes, onboarding activities can significantly minimize the learning curve, facilitating the integration of new employees. 

See also: [[On-boarding Resources]]

Project-based organizations treat everything as a project and manage their activities using standardized project management practices.

Personal reflection is essential to learning.  For some reason, teachers are perhaps the ones that are most consistently told to "reflect" as a way of enhancing their professional practice.  I don't see why it wouldn't apply equally well to all professions. 

|! Resource|! URL|
|"Debriefing by Numbers" by Roger Greenaway (Short guidelines, practical).|http://www.zenergyglobal.com/docs/research/Debriefing%20by%20Numbers.doc|
|Schon, Donald. __The Reflective Practitioner: How Professionals Think in Action__.  1983 & 1991.  ------ A more in-depth (book-length) and slightly academic treatment of the subject of reflection in a professional setting.|http://tinyurl.com/ccrtl9|
|See also [[Professional Journaling Resources]].|

An unbook is neither an ebook nor a [[wiki]].  Defining something by what it is not (unbook = not a book) is perhaps a sure sign of the lack of maturity of the concept.  

__Learning Log__ is an unbook developed by a single author using a wiki tool, and presented through a wiki.

|! Resource|! URL|
|"What is an unbook?"|http://theunbook.com/2009/02/18/what-is-an-unbook/|
|"How is an unbook different?"|http://theunbook.com/2009/02/27/how-is-an-unbook-different/|

>//A wiki is a page or collection of Web pages designed to enable anyone who accesses it to contribute or modify content, using a simplified markup language. Wikis are often used to create collaborative websites and to power community websites. The collaborative encyclopedia Wikipedia is one of the best-known wikis. Wikis are used in business to provide intranet and Knowledge Management systems.//
Wikipedia, "Wiki" March 5, 2009 at http://en.wikipedia.org/wiki/Wiki