KF Cheng's blog

How Google Works: 50 ideas

I came across this excellent article which outlines the smart management in today's environment, and I can't wait to share with our KMers:

How Google Works:  50 Ideas

By Eric Schmidt, Jonathan Rosenberg, Alan Eagle

 

We are:
Eric Schmidt, ex-CEO of Google, current Executive Chairman, Alphabet
Jonathan Rosenberg, ex-head of products at Google; current advisor to the CEO, Alphabet
Alan Eagle, director of executive communications at Google

KM in Action - by KF in 8 min

Jointly organized by the KMIRC and KMP, the event "KM in Action - the Reality" was successfully held on 20 May 2017 at the Hong Kong Polytechnic University.

KF Cheng, Leader of the Provisional Executive Committee of KMP, has shared his experience in KM while he was absent.  There were 5 main points he addressed and wanted to share with all KM practitioners.

See-Do-Teach: Knowledge Transfer, by Nancy Dixon

Nancy Dixon describes this See-Do-Teach process as a process of learning which proved to be very effective especially for tcit knowledge.  It is a 3 part series of engagements between an Expert and a Learner.  The process is based on the work of Argyris, Schon, and Kolb.  It can be considered a tools that can be utilized in organizations.

 

Facilitation is necessary for CoP

Here is a YouTube video by Nancy Dixon about Community of Practice (CoP).  She said, communities cannot run by it's own.  It needs to be taken care of.  The facilitator will make the community safe and comfortable for knowledge to flow.  Most CoPs don't run very effectively unless there is a facilitator who is really actively managing the community.  The CoP is primarily about asking and answering questions, about people getting the knowledge across the organization.

According to Nancy, following are some good examples of what a facilitator should do:

What is Action Learning - from the perspective of a KM Professional

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Reg Revans was the father of Action Learning, a process that help people to learn from each others, and solve problems.  This originated from his experience while he was in his doctoral degree study in Cambridge.  He was particularly interested in the idea of humility that if people will learn, they have to be humble.  He brought together managers to help them learn from each other, and he devised a process to do that, which he called Action Learning.  This process became very famous, and it spread throughout England and much of Europe.  He became famous because of this.

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