Where is Knowledge Management Headed?

May 5, 2015 KA Connect

Christopher Parsons of Knowledge Architecture interviews Katrina Pugh of Columbia University at KA Connect 2015. 00:10 How did you get into Knowledge Management? 01:44 Knowledge Management Is About Both "Rows and Columns" (Information Management) And "Trust Circles" (Collaboration) 06:25 What is changing in the field of Knowledge Management? 06:58 We Can Connect in Ways Never Before Possible 07:29 The Escalation of Everything 08:42 What Knowledge Managers Need to Understand About Neuroscience 09:50 How the Brain Stores Tacit Knowledge 11:07 How can Knowledge Management change organizational culture? 12:25 What prevents us from sharing Tacit Knowledge? 12:56 Problem #1: Knowledge Blind Spots — We Are Unaware of Our Own Tacit Knowledge, Both as Individuals and as Firms 13:12 What is the difference between Tacit and Explicit Knowledge? 14:27 Problem #12: Knowledge Mismatches — People Tend to Dump Explicit Knowledge (Like Documents) Which Is Not Always Transferable Across Different Projects and Contexts 16:03 Problem #3: Knowledge Jails — Knowledge Is Stored in Inaccessible Locations 16:25 How do you to properly elicit and transfer knowledge from experts? 18:00 How should firms prioritize which knowledge to elicit? 19:45 Case Example: Knowledge Elicitation in Action 21:04 The Value of Performing Prework Before a Knowledge Elicitation 22:15 How to Run a Knowledge Discover-Capture Event 25:00 Diving Deep with Individual Experts After a Discover-Capture Event 25:47 Teaching Knowers How to Teach 27:34 The Role of a “Knowledge Broker” in Eliciting Knowledge 29:24 Why the Ability to Convene Is so Important to Knowledge Management 32:25 What's different about Knowledge Management in Professional Services? 34:40 "He Who Has the Best Process Wins." 37:47 Activating Tacit Knowledge Has Become More Important than Capturing Explicit Knowledge 38:26 One Emerging Challenge Enterprise Social Media Presents to Knowledge Management: The Rise of Ugly Assets 41:47 Four Roles for Knowledge Managers in Social Networks: Integrity, Courtesy, Inclusion, and Translation 45:36 Why Successful Knowledge Managers Need Be Able to Balance Left Brain (Information Management) and Right Brain (Collaboration) 48:40 An Overview of Columbia University’s Master’s Program in Information and Knowledge Strategy (IKNS) 51:16 Three Career Paths for IKNS Graduates: Embedded Knowledge Practitioners, Consulting, Knowledge Product Entrepreneurs 54:30 Why are companies building Knowledge Networks? What pitfalls should they avoid in designing effective Knowledge Networks? 56:09 Four Reasons Organizations Build Knowledge Networks: Co-Create Knowledge Assets, Just-in-Time Problem Solving for Practitioners, Coordinate Across Boundaries and Groups, Translation and Localization of Knowledge 58:30 Great Knowledge Networks Have a Clear Purpose and a Strategic Plan 1:02:44 How do you encourage people to share knowledge? 1:06:20 What should we expect out of Knowledge Management systems? 1:09:05 What does the future of Knowledge Management look like? 1:15:58 How will organizations manage knowledge shared through tools like Snapchat, WhatsApp, and Meerkat? 1:19:00 What's the future of knowledge extraction in an age of overwhelming amounts of content? 1:21:15 “Knowledge Managers Need to Be Continually Looking for Things to Elevate Things Above the Fray”

Katrina Pugh, Academic Director
Columbia University, Information and Knowledge Strategy Program

Speaker Bio
Katrina (Kate) Pugh is Academic Director of the Columbia University Information and Knowledge Strategy program and president of AlignConsulting, specializing in business planning and knowledge-based transformation. Kate is general editor and co-author of Smarter Innovation and author of Sharing Hidden Know-How. She consults and lectures widely, and is a lead benchmarker with the Digital Workplace Group (formerly Intranet Benchmarking Forum).

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