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. ^{link »}

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? ^{link »}

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 ^{link »}

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. ^{link »}

"Employers do not own personal knowledge, they merely tap into that part that employees are willing to share," ^{link »}

On an information-management level, PKM involves filtering and making sense of information, organising paper and digital archives, e-mails and bookmark collections. ^{link »}

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. ^{link »}

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 ^{link »}

"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. ^{link »}

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. ^{link »}

"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. " ^{link »}

Re: Sep 08 by seanabrady

Your say: Personal knowledge management - Inside Knowledge