Abstract: A short post, for an idea that is not really new in my (mind)world: Training is great. But it won’t give you the superpowers you were expecting… Where do people get this idea from? Even in my close surrounding people believe training is the surest way to become someone else,
International Knowledge Management Professional Society (iKMPro)*
The International Knowledge Management Professional Society (iKMPro), formerly the Knowledge Management Professional Society (KMPro) and for some time the Knowledge and Innovation Management Professional Society (KMPro),1) has offered the following Knowledge Management education and training
The problem with ‘certified’ Knowledge Management training
Abstract: I want to be clear at the outset of this blog that this is not an attempt to discredit any organisation involved in KM education. It is intended as a statement of observation that looks to pose questions on the progression of professional KM education. Let me ask you this:
Leadership styles & knowledge management
Abstract: Behavioural and interpersonal skills most often cited as essential for successful knowledge management (acquisition). Unfortunately, little is known about the roles played by leadership in the process of knowledge acquisition. A survey of 227 persons who are, or have been engaged in knowledge acquisition activities was undertaken to investigate the relationship between different
Knowledge leader role and competencies
Abstract: According to Amidon (2000) modern leaders do not fear the speed of change; rather they embrace an agenda of learning. They know that effective management is not a matter of having the most knowledge; but knowing how to use it. It is not enough to know modern management concepts, but how they get implemented