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by Jane McKenzie, Christine van Winkelen
Knowledge Works: The Handbook of Practical Ways to Identify and Solve Common Organizational Problems for Better Performance
Cover
Praise for Knowledge Works
Title page
Copyright
INTRODUCTION
Section I: Establish strategic priorities
What do we mean by strategic priorities?
How do you establish them?
Key questions to ask yourself
Chapter 1 IDENTIFYING VALUABLE KNOWLEDGE
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Chapter 2 MAKING A COMPREHENSIVE ASSESSMENT OF KNOWLEDGE FLOWS
Snapshot
Why this matters
What this means for your organization
Knowledge flows that start from individuals
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Section II: Enable operational effectiveness
What do we mean by operational effectiveness?
How do you enable it?
Key questions to ask yourself
Chapter 3 TAKING KNOWLEDGE INITIATIVES TO THE FRONT LINE OF THE ORGANIZATION
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Chapter 4 INTEGRATING KNOWLEDGE PRACTICES INTO PROJECTS
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Chapter 5 WORKING COLLABORATIVELY IN PARTNERSHIPS
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Section III: Stimulate innovation
What do we mean by innovation?
How do you stimulate it?
How do you make it a habit?
Key questions to ask yourself
Chapter 6 BUILDING KNOWLEDGE ENABLED INNOVATION CAPABILITY
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Chapter 7 RETAINING AND DEVELOPING EXPERTISE
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories2
Top tips
The research and the team involved
Final reflections from the research
Section IV: Increase learning capacity
What do we mean by learning capacity?
How do you increase it?
Key questions to ask yourself
Chapter 8 JOINING UP INDIVIDUAL AND ORGANIZATIONAL LEARNING
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories4
Top tips
The research and the team involved
Final reflections from the research
Chapter 9 EXTRACTING KNOWLEDGE VALUE USING DOCUMENT MANAGEMENT SYSTEMS
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Chapter 10 SUSTAINING EFFECTIVE COMMUNITIES OF PRACTICE
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Chapter 11 LEARNING FROM EXTERNAL COLLABORATIONS
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Section V: Become more agile
What do we mean by agility?
How do you develop the key attributes of agility?
Key questions to ask yourself
Chapter 12 MAKING MORE KNOWLEDGEABLE DECISIONS
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Chapter 13 USING SOCIAL MEDIA FOR KNOWLEDGE SHARING
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Chapter 14 TRANSFORMING RELATIONSHIPS AND STRUCTURES IN ORGANIZATIONS
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Section VI: Make change stick
What makes change so difficult?
How can you make it easier for people to accept change?
Key questions to ask yourself
Chapter 15 DEVELOPING KNOWLEDGE-SHARING BEHAVIOURS AND EFFECTIVE KNOWLEDGE ACTIVISTS
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the teams involved
Final reflections from the research
Chapter 16 MOVING FROM HARD SELL TO COMPELLING BUY
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Chapter 17 IMPROVING THE QUALITY OF CONVERSATIONS
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Chapter 18 TAKING ACCOUNT OF NATIONAL CULTURE IN DESIGNING KNOWLEDGE INITIATIVES
Snapshot
Why this matters
What this means for your organization
Creating an action plan
Real life stories
Top tips
The research and the team involved
Final reflections from the research
Index
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