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	<title>SMR &#187; Knowledge Services</title>
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	<description>Building the Knowledge Culture</description>
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		<title>Jane Jacobs&#8217; &#8220;Knowledge Spillovers&#8221;</title>
		<link>http://smr-knowledge.com/knowledgeservices/jane-jacobs-knowledge-spillovers/</link>
		<comments>http://smr-knowledge.com/knowledgeservices/jane-jacobs-knowledge-spillovers/#comments</comments>
		<pubDate>Wed, 25 Jan 2012 15:12:49 +0000</pubDate>
		<dc:creator>Guy St. Clair</dc:creator>
				<category><![CDATA[Knowledge Services]]></category>

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		<description><![CDATA[&#160; We speak a lot about KD/KS. If you&#8217;re curious about how knowledge development and knowledge sharing link together in ways we might not usually think about, take a look at Jonah Lehrer&#8217;s &#8220;GroupThink: The brainstorming myth&#8221; in the current (January 30) issue of The New Yorker. While I&#8217;m not sure I agree with Lehrer&#8217;s basic premise that brainstorming doesn&#8217;t work (isn&#8217;t brainstorming a pretty basic tool in the KD/KS toolbox?), I do agree with his ideas about the value of chance encounters in knowledge sharing. His examples are terrific, and he makes it clear that when a space/building/environment is&#8230;<br /><a class="read-more" href="http://smr-knowledge.com/knowledgeservices/jane-jacobs-knowledge-spillovers/">read more &#187;</a>]]></description>
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		<slash:comments>2</slash:comments>
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		<title>Predict the Future? No Way &#8211; Just Look Out the Window</title>
		<link>http://smr-knowledge.com/knowledgeservices/predict-the-future-no-way-just-look-out-the-window/</link>
		<comments>http://smr-knowledge.com/knowledgeservices/predict-the-future-no-way-just-look-out-the-window/#comments</comments>
		<pubDate>Thu, 05 Jan 2012 01:50:20 +0000</pubDate>
		<dc:creator>Guy St. Clair</dc:creator>
				<category><![CDATA[Knowledge Services]]></category>

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		<description><![CDATA[&#160; Each new year brings a mass of predictions, and 2012 has been no exception. That&#8217;s not so much the case in our field. When it comes to KM, knowledge services, and knowledge strategy development, we&#8217;re a little gun-shy about making predictions. I can&#8217;t say exactly why, but it&#8217;s probably because so many predictions of the past have been found to be, well, a little short of accurate. Why is that? Why do we resist predictions? Is it that folks in the predicting &#8220;game&#8221; have it all wrong? Perhaps predicting is more about dealing with wishful thinking than with reality.&#8230;<br /><a class="read-more" href="http://smr-knowledge.com/knowledgeservices/predict-the-future-no-way-just-look-out-the-window/">read more &#187;</a>]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Management and Leadership for Information and Knowledge Professionals</title>
		<link>http://smr-knowledge.com/knowledgeservices/management-and-leadership-for-information-and-knowledge-professionals/</link>
		<comments>http://smr-knowledge.com/knowledgeservices/management-and-leadership-for-information-and-knowledge-professionals/#comments</comments>
		<pubDate>Sat, 19 Nov 2011 14:14:46 +0000</pubDate>
		<dc:creator>Guy St. Clair</dc:creator>
				<category><![CDATA[Knowledge Services]]></category>

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		<description><![CDATA[&#160; In the increasingly complex information- and knowledge-focused environment, corporate managers and organizational leaders are struggling with how to address management issues as they apply to information and knowledge work. For knowledge workers, strategic knowledge professionals, and others who wish to pursue advanced study in this field, Columbia University’s School of Continuing Education is offering Management and Leadership in the Knowledge Domain in the Spring Semester, 2012. The course is offered through Columbia’s Postbaccalaureate Studies Program, which provides qualified individuals who have achieved the bachelor’s degree the opportunity to take university courses for graduate school preparation or academic advancement. Beginning&#8230;<br /><a class="read-more" href="http://smr-knowledge.com/knowledgeservices/management-and-leadership-for-information-and-knowledge-professionals/">read more &#187;</a>]]></description>
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		<slash:comments>2</slash:comments>
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		<title>Resistance &#8211; The Anti-KM Choice? Or Does Resistance have an Emotional Basis?</title>
		<link>http://smr-knowledge.com/knowledgeservices/resistance-the-anti-km-choice-or-does-resistance-have-an-emotional-basis/</link>
		<comments>http://smr-knowledge.com/knowledgeservices/resistance-the-anti-km-choice-or-does-resistance-have-an-emotional-basis/#comments</comments>
		<pubDate>Fri, 04 Nov 2011 00:41:14 +0000</pubDate>
		<dc:creator>Guy St. Clair</dc:creator>
				<category><![CDATA[Knowledge Services]]></category>

		<guid isPermaLink="false">http://smr-knowledge.com/?p=2782</guid>
		<description><![CDATA[&#160; Why do people resist? Is resistance something people choose? Do they have a choice or is resistance just something they &#8220;do&#8221; and can&#8217;t not do? And what can we &#8211; as managers and knowledge strategists &#8211; do about it? Here&#8217;s a typical situation. I was recently party to a discussion in which a friend was advising one of her colleagues about a certain situation in the workplace. In fact &#8211; and perhaps this is why I was drawn into the conversation &#8211; it had to do with a problem in a knowledge services environment. An initiative being introduced had been&#8230;<br /><a class="read-more" href="http://smr-knowledge.com/knowledgeservices/resistance-the-anti-km-choice-or-does-resistance-have-an-emotional-basis/">read more &#187;</a>]]></description>
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		<slash:comments>13</slash:comments>
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		<title>What Makes the &#8220;Ideal&#8221; Chief Executive? Knowledge Strategist?</title>
		<link>http://smr-knowledge.com/knowledgeservices/what-makes-the-ideal-chief-executive-knowledge-strategist/</link>
		<comments>http://smr-knowledge.com/knowledgeservices/what-makes-the-ideal-chief-executive-knowledge-strategist/#comments</comments>
		<pubDate>Sat, 29 Oct 2011 13:34:39 +0000</pubDate>
		<dc:creator>Guy St. Clair</dc:creator>
				<category><![CDATA[Knowledge Services]]></category>

		<guid isPermaLink="false">http://smr-knowledge.com/?p=2786</guid>
		<description><![CDATA[&#160; Take a look at the latest blog post from The Drucker Institute: If You Don&#8217;t Have Steve Jobs&#8217; Personality, Don&#8217;t Fret. Continuing our ongoing discussion about the attributes of the successful knowledge strategist, here&#8217;s good advice about how to succeed as a leader. In my opinion what&#8217;s offered here applies as well to the knowledge strategist (or any knowledge worker with responsibility for knowledge services delivery) as to the CEO. And if you don&#8217;t have time to read the entire post, here are the five &#8220;practices in particular&#8221; that the most able leaders have acquired and turned into habits:&#8230;<br /><a class="read-more" href="http://smr-knowledge.com/knowledgeservices/what-makes-the-ideal-chief-executive-knowledge-strategist/">read more &#187;</a>]]></description>
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