Learning to Fly: Practical Lessons from One of the World's Leading Knowledge CompaniesWiley, 24 apr 2001 - 220 pagina's Learning to Fly 'Deliver more, and do it with fewer resources.' Isn't that the productivity challenge that everyone in business is facing today? A key way to achieve this is by sharing know-how - by using and adapting what someone else has already learned. Many people know instinctively they should be doing this, but struggle to know how to get started. Today, no one is, nor can be, an expert in everything. In every challenge, it is easy to feel that you don't know enough to keep up with the accelerating pace of change inside our organizations, let alone the world outside. Start with the assumption that somebody somewhere has already done what you are trying to do. How can you find out whom, and learn from them? Learning to Fly shows exactly how to put theory into practice, sharing the tools used and the experience and insights gained by two leading knowledge management practitioners. In Learning to Fly Chris Collison and Geoff Parcell share their experiences from BP, one of the world's leading knowledge organizations. It is a practical, pragmatic workbook packed with hints and tips to help managers put knowledge management into action immediately. |
Inhoudsopgave
Setting the Context | 3 |
Leveraging What Weve Learned | 10 |
What is Knowledge Management? | 13 |
Copyright | |
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achieve Action Review activity already applied approach areas ask for help behaviours BP's business processes business results business unit Captured knowledge challenge chapter common operating environment community of practice Connect consider context create develop discussion distilled e-mail embed embedding enables encouraged ensure environment event example experience explicit knowledge facilitator Facilitator's notes feedback feel focus future project holistic model identify improve insights intranet know-how know-who knowledge asset knowledge directory knowledge management leader lessons learned look manage knowledge meeting minutes negotiations networks and communities operations options organisation participants peer assist performance personal home project team questions refinery relationships retrospect Schiehallion sharing simple Sir John Browne someone staff started stories success summary supposed to happen tacit knowledge Tanzania techniques tion transfer unconscious competence usual suspects Vietnam whilst Wytch Farm