TABLE OF CONTENTS To capture knowledge you need two things: the enabling infrastructure must be in place, and you also need the right culture. Building the infrastructure is easy compared with building the right culture, and our organizations have not typically had cultures where these intangible qualities of information and knowledge have been nurtured and revered.
Clive Mather, CIO, Royal Dutch Shell
Chapter Eight Learning Objectives
Know that the utility of a network is equal to the square of the number of nodes.
Understand that experience, reflection, and sharing are the main ways that knowledge is increased.
Demonstrate behaviors that value people and their needs.
Learn to value attention and trust in your social network.
Learn to recognize the four stages of team development.
The first part of this book focused on improving your bottom-line results by focusing on your personal information and knowledge management as strategic issues. Hopefully, by now you've come to some of the following conclusions:
Our human ability to create unique abstractions empowers us to understand complex systems.
Each of us uses different abstractions based on our own unique knowledge and experiences.
This diversity of abstractions often causes communication problems, but can be a source for new insights and innovations.
The next part of this book will delve deeper into these issues. Creating a culture that values dialogue, knowledge sharing, and a diversity of ideas is your best bet for supporting innovation in your group. We will provide you with some common issues and some uncommon solutions to...
