Your say: Personal knowledge management - Inside Knowledge

   "identified and built on their employees' competencies, or
    ensured they are motivated to deliver the best of their work and
    share knowledge"

   "One of the founding principles for KM is that you don't know what
    you know, until you need it. This fact has huge implications for
    any organisation putting a knowledge-management initiative in
    place: if individual employees don't know what they know, how can
    a company capture, harness and exploit this knowledge"

   "organisations stand by the stock statement that 'our people are
    our greatest asset', but in practice they remain unreceptive to
    concepts such as PK M"

   "we have since made 95 per cent of work invisible." McGee notes
    that it is easy to see a messy, disorganised office, but a messy
    , disorganised hard drive or e-mail inbox is invisible"

   ""Employers do not own personal knowledge, they merely tap into
    that part that employees are willing to share"

   "On an information-management level, PKM involves filtering and
    making sense of information, organising paper and digital
    archives, e-mails and bookmark collections"

   "The personal side tries to understand how a knowledge worker's
    activities contribute to their performance. It is this side that
    is often neglected as KM initiatives do not correlate with an
    individual's existing practices"

   "T he objectives for PKM extend further than giving employees
    access to intranets, systems and standards. "Most organisations
    do not release or optimise the value in their people"

   ""As I understand and add to my portfolio I also develop a better
    sense for where the holes are, what I need to learn and who can
    fill in the rest of the picture." Individuals will be better
    equipped to work and, as Davenport says, they will demonstrate
    better knowledge-based action and decision making, with less time
    needed to access and synthesise the knowledge needed to act
    intelligently"

  If the end result of a KM or PKM initiative is that each
  employee feels they are better able to do their job and that they
  like coming to work more then the project has been successful.
  Measurable gains in productivity will be a natural result

   ""Organisations need to recognise that employees are investors
    that bring their expertise to a company and can withdraw it if
    the ROI is not compelling." Companies must create the conditions
    for PKM to emerge among knowledge workers; however the
    organisation must first want to support employees in this way"
 
 - Your say: Personal knowledge management - Inside Knowledge
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