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Vulnerability & Trust - A Leader's Paradox
Mills Scofield
FEBRUARY 14, 2013
Listen to John Hagel, Saul Kaplan & Mike Waite Discuss on Trust Across America Radio. February 13, 2013. Does being vulnerable and trustworthy sound a bit paradoxical?
Tacit Knowledge Related Topics 
Gary Klein: An interview by Bob Morris
First Friday Book Synopsis
OCTOBER 18, 2013
He also developed methods of Cognitive Task Analysis for uncovering the tacit knowledge that goes into decision […]. Gary Klein, Ph.D., is a Senior Scientist at MacroCognition, LLC. He was instrumental in founding the field of Naturalistic Decision Making. ?He He developed a Recognition-Primed Decision (RPD) model to describe how people actually make decisions in natural settings.
Help Employees Create Knowledge — Not Just Share It
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.
The Boomers are Leaving! – How to Create and Implement a Knowledge.
Strategy Driven
NOVEMBER 10, 2010
– How to Create and Implement a Knowledge Transfer Program, part 1 Posted by Ken Ball and Gina Gotsill on November 10, 2010 · 2 Comments The clock is ticking: next year, in 2011, the oldest of the 76 million Baby Boomers turn 65.
The Boomers are Leaving! – How to Create and Implement a Knowledge.
Strategy Driven
NOVEMBER 17, 2010
– How to Create and Implement a Knowledge Transfer Program, part 2 Posted by Ken Ball and Gina Gotsill on November 17, 2010 · 2 Comments Now that you’ve looked at your workforce (in The Boomers are Leaving! Regularly ask yourself these questions: Who will receive the knowledge?
Stop Obsessing Over Intellectual Property Rights
Harvard Business Review
MAY 6, 2011
While seeking intellectual property rights (IPR) is entirely appropriate for your well-structured knowledge, putting serious effort into mapping the deep, implicit knowledge within your organization can prove equally valuable. Exploiting this deep knowledge entails strategically mapping the know-how usually just carried in the heads of individual employees, or by groups of your employees working together, in tacit, interpersonal organizational routines.
Are You Wasting Money On Useless Knowledge Management?
Harvard Business Review
JANUARY 20, 2011
Is your company investing in expensive knowledge management systems that are useless for making big, strategy decisions? The problem is that most current knowledge management efforts merely inventory the company's knowledge, without parsing out the knowledge that is strategically relevant.
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The MBA M-Prize's Winning Hack
Harvard Business Review
MAY 9, 2011
Both Roth and Tandon had worked as management consultants before seeking their MBAs, and they understand that tacit knowledge is critical for professional service companies. They also recognize that these organizations usually lose a lot of tacit knowledge because employees infrequently intersect with one another, and because time pressures in a projects-based world erode organizational insights.
How Women of Color Get to Senior Management
Harvard Business Review
AUGUST 31, 2018
Having influential senior leaders — including men as well as women of color — serve as mentors, advisers, and role models provided emerging women managers with the tacit knowledge needed to navigate their company’s leadership structure. Jorg Greuel/Getty Images.
How to Successfully Work Across Countries, Languages, and Cultures
Harvard Business Review
AUGUST 29, 2017
The CEO, Hiroshi Mikitani, realized that doing business in multiple languages prevented the organization from sharing valuable knowledge across the organization’s existing global operations, as well as those that were being newly established. Interactions are also vital for sharing knowledge across sites. Photo by Christine Roy. According to a recent McKinsey Global Institute report , the number of people in the global labor force will reach 3.5
With New York Schools Appointment, Bloomberg Did it His Way
Harvard Business Review
NOVEMBER 30, 2010
The other challenge is the amount of tacit knowledge involved in improving the performance of large systems — insight and understanding not easily captured or conveyed by numbers, formulas, or recipes. By definition, tacit knowledge comes with time — so outsiders must approach organizations with humility. Mayor Michael Bloomberg is getting his way and Cathleen Black will take over from Joel Klein as Chancellor of New York City Schools.
We Learn More When We Learn Together
Harvard Business Review
JANUARY 12, 2016
However, we don’t need to learn with others in formal training or development programs: we can architect our own opportunities to gain insight, knowledge, and skills that move us on an upward trajectory. dave wheeler FOR HBR. We rarely grow alone.
How to Bring in a New CEO for Your Startup
Harvard Business Review
FEBRUARY 29, 2016
Ensure knowledge capture and transfer. A critical factor in managing this transition is ensuring that relevant knowledge is documented to the greatest extent possible. Knowledge capture and transfer will assist in a smooth transition.
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The Limits of 3D Printing
Harvard Business Review
JUNE 23, 2015
Both steps require tacit knowledge. Contrary to what some say , 3D printing is not going to revolutionize the manufacturing sector, rendering traditional factories obsolete.
What Tesla Knows That Other Patent-Holders Don’t
Harvard Business Review
JUNE 12, 2014
There’s a lot of thinking in the research these days on the gap between the codified knowledge that is patentable and gets disclosed versus tacit knowledge that really exists in how you actually produce,” says Orly Lobel, a law professor at the University of San Diego specializing in intellectual property. It’s something different from just the aggregation of the knowledge in the patents.”.
How Fear Helps (and Hurts) Entrepreneurs
Harvard Business Review
APRIL 3, 2018
Intuition is a potent source of information, and research has demonstrated that among experts, tacit knowledge and gut instinct lead to rapid and effective decision-making. This might be for core knowledge, such as computer coding skills on the part of the software entrepreneur seeking financing, or learning to cope with the high pace of activities that most entrepreneurs experience. MirageC/Getty Images.
Your Whole Company Needs to Be Distinctive, Not Just Your Product
Harvard Business Review
MAY 19, 2016
Make tacit knowledge explicit by codifying the things you do in capabilities, but keep rethinking, improving, and reworking your codification. Ever since the idea of strategy came to the business world in the early 1960s, the goal of differentiation has been paramount.
Engage Your Long-Time Employees to Improve Performance
Harvard Business Review
MARCH 16, 2015
In today’s knowledge-based economy, companies and products are intricately specialized and experience counts for a lot. Tenure matters not only because years of work in a given profession yield deep specialist knowledge.
How Corporate HQ Can Get More from Innovation Outposts
Harvard Business Review
MAY 2, 2017
Most of the absorbed knowledge — local contacts and relationships, intelligence, insights, and so on — left with them. The tacit knowledge should be codified and shared through formal processes and protocols to avoid the risk that valuable information absorbed by the outpost doesn’t reach the mothership. In March 1848 San Francisco newspaperman Samuel Brannan announced that gold had been found in California.
Structure Your Global Team for Innovation
Harvard Business Review
OCTOBER 4, 2012
But single-location projects draw on a reservoir or shared tacit knowledge and trust that global projects lack. When the knowledge base underlying a project is fragmented and project teams are scattered over multiple locations, miscommunication, conflict, and stalemates over crucial decision making are much more likely. Many firms struggle to exploit the innovation potential of their global networks. That's partly because they manage global projects like traditional ones.
Structure Your Global Team for Innovation
Harvard Business Review
OCTOBER 4, 2012
But single-location projects draw on a reservoir or shared tacit knowledge and trust that global projects lack. When the knowledge base underlying a project is fragmented and project teams are scattered over multiple locations, miscommunication, conflict, and stalemates over crucial decision making are much more likely. Many firms struggle to exploit the innovation potential of their global networks. That's partly because they manage global projects like traditional ones.
Why Staff Turnover in the White House Is Such a Bad Thing — Especially For President Trump
Harvard Business Review
APRIL 6, 2018
The members of high performance teams have a high level of tacit knowledge about one another — in other words, they understand each other on a personal level that stretches far beyond knowledge of each other’s resumes. Martin Barraud/Getty Images. The Trump Administration has a historically unprecedented rate of turnover of the senior staff, and it shows no sign of abating. This level of disruption would be difficult for any organization to handle.
Facebook Changes Upend Advertiser and Agency Models
Harvard Business Review
SEPTEMBER 23, 2011
Even when optimizing to a transaction, they do so with tacit knowledge of what each transaction is worth. The media is already dissecting yesterday's Facebook event, where the company unveiled major new changes to their platform. Par for the course, really. Drama always accompanies any change to the Facebook site or platform.
Even in a Digital World, Globalization Is Not Inevitable
Harvard Business Review
FEBRUARY 1, 2017
Think of tacit knowledge, which John Hagel III and John Seely Brown, who have thought deeply about information flows, argue is increasing rather than decreasing in value. In the aftermath of the UK’s Brexit vote and Donald Trump’s election in the U.S., globalization is seen as a political hot potato rather than a hot ticket to prosperity.
Algorithms Make Better Predictions — Except When They Don’t
Harvard Business Review
SEPTEMBER 17, 2014
Further, algorithms cannot (yet, anyway) tap intuition — the soft factors that are not data inputs, the tacit knowledge that experienced managers deploy every day, nor the creative genius of innovators. Predictive analytics is proving itself both powerful and perilous.
The Trouble with Mary Chen
Harvard Business Review
OCTOBER 6, 2011
Hall calls "high-context" cultures, like China, people tend to leave much unsaid in their communication, because they assume a lot of tacit knowledge and understanding (the context). Chinese managers and owners in Chinese-owned businesses play by the same rules.
Case Study: Will Our Chinese Partner Copy Our Technology?
Harvard Business Review
OCTOBER 31, 2012
For another, Prime had embedded a great deal of "tacit knowledge" into some of the components — knowledge that was more "know why" than pure know-how. Hoping to give him a chance to show off his knowledge, Lin encouraged the Blue Sky engineers to ask questions about Prime's technology. In addition to being highly efficient, the prototype was a marvel of embedded tacit knowledge. One person wasn't smiling.
Algorithms Make Better Predictions — Except When They Don’t
Harvard Business Review
SEPTEMBER 17, 2014
Further, algorithms cannot (yet, anyway) tap intuition — the soft factors that are not data inputs, the tacit knowledge that experienced managers deploy every day, nor the creative genius of innovators. Predictive analytics is proving itself both powerful and perilous. Powerful, because advanced algorithms can take a near-unlimited number of factors into account, provide deep insights into variation, and scale to meet the needs of even the largest company.
Getting Smarter about Google's "Brain Drain"
Harvard Business Review
NOVEMBER 30, 2010
In his signature style, Gladwell drew on social-science research that documents the importance of practical skills ("tacit knowledge") over raw brainpower, how individuals who think they're smarter than others (and get treated that way) tend to worry more about acting smart than learning new things, and the dangers of what three psychologists have called "the dark side of charisma.".
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