People-Focused Knowledge Management
The business environment has changed. Sharper competition requires organizations to exhibit greater effectiveness in their operations and services and faster creation of new products and services—all hallmarks of the knowledge economy. Up until now, most of the knowledge management literature has focused on technology, systems, or culture. This book moves to the next stage, to focus on the people—the knowledge workers themselves. Noted expert Karl Wiig synthesizes recent research findings in cognitive science and related fields to describe how people actually work. He focuses on how people learn, remember, make decisions, solve problems and act—in general, how knowledge relates to work behavior. By understanding how people work, managers can improve effectiveness to gain competitive advantage.
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Chapter 1 Competing in the Global Economy Requires Effective Enterprises
Chapter 2 The Effective Enterprise
People Make Decisions and Act Using Different Kinds of Mental Functions ...
Chapter 4 Mental and Structural Reference Models
Chapter 5 A Knowledge Model for Personal SituationHandling
Chapter 6 Enterprise SituationHandling
Chapter 7 PeopleFocused Knowledge Management in Daily Operations
Chapter 8 PeopleFocused Knowledge Management Expectations
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abstract Action Space action-options activities application approaches areas aspects Asterix automated behavior beneﬁts build capabilities cognitive cognitive sciences collaboration competent competitive complex concepts conceptual blending create culture customers Decision-Making decisions deliver develop difﬁcult effective employees enterprise performance enterprise strategy enterprise’s environment episodic memory example expected expertise explicit factors ﬁeld ﬁnancial ﬁnd ﬁrst ﬁve ﬂows focus functions goals Implementation important improve inﬂuence innovation insights integrative management intellectual capital knowl knowledge assets knowledge management Knowledge Research Institute knowledge workers knowledge-related learning levels long-term memory mental models mental reference models Metacognition metaknowledge Monitoring NGKM objectives operations opportunities organizational organizations perspectives Problem-Solving problems procedural memory products and services pursue reasoning reﬂect Reproduced with permission result routine schemata scripts semantic memory Sensemaking signiﬁcant situation-handling Situational Awareness speciﬁc stakeholders stories structural success systematic tacit tacit knowledge tasks tion tive understanding