SMR

  Why do people resist? Is resistance something people choose? Do they have a choice or is resistance just something they “do” and can’t not do? And what can we – as managers and knowledge strategists – do about it? Here’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 – and perhaps this is why I was drawn into the conversation – it had to do with a problem in a knowledge services environment. An initiative being introduced had been…
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  Take a look at the latest blog post from The Drucker Institute: If You Don’t Have Steve Jobs’ Personality, Don’t Fret. Continuing our ongoing discussion about the attributes of the successful knowledge strategist, here’s good advice about how to succeed as a leader. In my opinion what’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’t have time to read the entire post, here are the five “practices in particular” that the most able leaders have acquired and turned into habits:…
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  We have strong opinions about the role of sponsorship in KM/knowledge services, and we work hard to obtain sponsorship for the work we do. Let’s turn that around and connect the value of KM/knowledge services sponsorship to the larger organization (in this case, to the huge multinational financial institutions currently on the firing line). Colleague Kate Pugh has contributeed an important comment at The Great Debate, the Reuters discussion site. In How Big Banks can Fix Their Leadership Blindspots (disclosure: Kate and I are both faculty members for Columbia University’s M.S. in Information and Knowledge Strategy program), Kate offers…
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