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”