Knowledge Networking: Creating the Collaborative Enterprise
A comprehensive overview of the strategic application of knowledge management within global corporations.
TABLE OF CONTENTS Knowledge Networking: Creating the Collaborative Enterprise
Chapter 6: The Knowledge Team's Toolkit
Overview
The fundamental organizational units in the networked knowledge economy are knowledge teams. They are the hubs that gather, develop and apply knowledge to create value. Because of globalization and better communications, an increasing number of teams are virtual teams.
The core of this chapter emanates from a set of principles that were first developed in 1998 when I was part of a self-managed team. They were subsequently adapted for virtual teams [1] and have been further refined in this chapter to take account of knowledge. Altogether there are twenty-five core principles. They cover team composition, commitment, processes, technology and knowledge. Before examining the principles, the chapter starts with a review of the thinking behind them: what makes teams successful. To round off the chapter there is practical guidance on the related topic of creating and nurturing knowledge communities.
The activities in this toolkit are designed for the team as a whole, rather than as individual exercises. They are something to do and discuss at team meetings.
[1]Originally published as 'Virtual working', at http://www.skyrme.com/insights. More recently published in Lloyd, P. and Boyle, P. (eds) (1998). Web Weaving: Intranets, Extranets and strategic Alliances. Butterworth-Heinemann.
Knowledge teams
A group is not a team
Just because people work in the same group does not mean they are a team. Conversely, people from different groups can work together as a team. A team is a cohesive entity whose members share a common purpose and are committed to each other's success. Katzenbach...
Copyright David J. Skyrme 1999 under license agreement with Books24x7
