An earlier SMR post addressed the subject of careers in KM/Knowledge Services. Let’s continue. In my work I’m noticing more and more attention being given to different categories of knowledge workers. It’s not a new idea, and in his 1997 book Intellectual Capital: The New Wealth of Organizations (1997) Tom Stewart sorts through the employees doing knowledge work and comes up with a useful description of how the workplace has moved from the agricultural and industrial focus to the more knowledge-focused environment (“The flavor is unmistakable,” Stewart writes: “An ever-growing percentage of people are ‘knowledge workers’: Information and knowledge are…
read more »
Further supporting the contention that KM/knowledge services is becoming more and more recognized in the management community, attention is now turning to how the discipline is taught and how its practitioners might obtain qualifications that support their expertise. We touched here on the subject in two recent posts. On May 18, we posted KM Education Forum: Educators Seek Consensus at First Annual Summit, in which we included a link to an SMR Special Report on that meeting. On July 22, we posted KM/Knowledge Services Certification, responding to a query at a LinkedIn discussion list. Now David Griffiths has come up with a very thoughtful…
read more »
The principles of change management and change implementation have been studied and written about by many people. Indeed, as noted below, Dale Stanley and I have written about the subject (and continue to discuss change management with our clients and colleagues often). In the essay referred to below, we provide what we call “The Four Principles of Change Management,” identifying these attributes: 1. Sponsorship 2. Champions and change agents 3. Organizational readiness and managing resistance 4. Communication planning I’m beginning to wonder, though, if there isn’t another “first principle” that knowledge strategists must think about before we embark on…
read more »