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”