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Many leaders see organizational learning simply as sharing existing knowledge. This view of learning was the key driver of “knowledge management systems” that came into vogue in the 1990’s. These systems sought to make existing knowledge more accessible to those who might need it in the form of knowledge repositories that collected and indexed documents as well as directories of expertise that could point employees to others who had relevant know-how. MORE
This value includes intellect, explicit knowledge, and relevant experiences. We’re proud to release another LDRLB Paper today. Our newest paper, the first in the 2012 series, features John A Lanier, a consultant with decades of experiences serving private equity firms. Lanier’s paper reveals just how leaders can effectively combine strategic thinking and strategic planning. Check out the preview below and download the new article. MORE
Knowledge industry, particularly software, is full of people who possess “ know-how ” – knowledge of how to get something done. A lot of people possess a very sound “ know-what ” – knowledge of facts, figures and methods. There is a proliferation of know-how-what-who people, however, what we need more in businesses today is “ know-why ” people – those who possess knowledge of the purpose of doing something, insight into the meaning of work. MORE
It represents “explicit knowledge” about project management and a lot of people out there know these fundamentals. I recently heard someone saying, “ Project management is just science. ” “Do I agree?” I asked myself. Here is what I think: Project management is both science and art, but it is the art of project management that makes great project managers. It is science because there are essential processes and elements that make up project management (e.g. MORE
What level of explicit consent or awareness permits customers to become resources to be exploited, explored, or cultivated for knowledge and insight? More people—smart and dumb, honorable and sleazy, careful and sloppy—will be running more and more experiments for you, with you and on you; sometimes with your explicit knowledge and consent, more likely not. They’re passionate and committed to the pursuit of knowledge. MORE
Another realization is that more knowledge does not always mean more expertise. Ability to execute that knowledge does. That is because most explicit knowledge is widely and freely available now. MORE
Most professionals grow by staying on top of the explicit knowledge. MORE
Explicit Knowledge Related Topics LDRLB
JULY 30, 2012
This value includes intellect, explicit knowledge, and relevant experiences. We’re proud to release another LDRLB Paper today. Our newest paper, the first in the 2012 series, features John A Lanier, a consultant with decades of experiences serving private equity firms. Lanier’s paper reveals just how leaders can effectively combine strategic thinking and strategic planning. Check out the preview below and download the new article.
QAspire
NOVEMBER 2, 2011
Knowledge industry, particularly software, is full of people who possess “ know-how ” – knowledge of how to get something done. A lot of people possess a very sound “ know-what ” – knowledge of facts, figures and methods. There is a proliferation of know-how-what-who people, however, what we need more in businesses today is “ know-why ” people – those who possess knowledge of the purpose of doing something, insight into the meaning of work.
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QAspire
DECEMBER 4, 2012
It represents “explicit knowledge” about project management and a lot of people out there know these fundamentals. I recently heard someone saying, “ Project management is just science. ” “Do I agree?” I asked myself. Here is what I think: Project management is both science and art, but it is the art of project management that makes great project managers. It is science because there are essential processes and elements that make up project management (e.g.
QAspire
FEBRUARY 27, 2013
Most professionals grow by staying on top of the explicit knowledge.
QAspire
OCTOBER 17, 2010
Another realization is that more knowledge does not always mean more expertise. Ability to execute that knowledge does. That is because most explicit knowledge is widely and freely available now.
Harvard Business Review
AUGUST 15, 2017
Many leaders see organizational learning simply as sharing existing knowledge. This view of learning was the key driver of “knowledge management systems” that came into vogue in the 1990’s. These systems sought to make existing knowledge more accessible to those who might need it in the form of knowledge repositories that collected and indexed documents as well as directories of expertise that could point employees to others who had relevant know-how.
Harvard Business Review
JULY 9, 2014
What level of explicit consent or awareness permits customers to become resources to be exploited, explored, or cultivated for knowledge and insight? More people—smart and dumb, honorable and sleazy, careful and sloppy—will be running more and more experiments for you, with you and on you; sometimes with your explicit knowledge and consent, more likely not. They’re passionate and committed to the pursuit of knowledge.
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