Abstract: In October 2001, I submitted a paper titled “Musings on Corporate Myths – CKO and Knowledge-Sharing in the World of Real Business” (Berner, 2001). In the paper I argued that the role of Chief Knowledge Officer CKO was “inimical” and that its creation did not suit the current organizational culture and politics in
Developing effective knowledge activists
Abstract: The chapter discuses the need to understand the significance of knowledge-sharing behaviours in emphasizing the selection process of people for importance roles within the organization and the design initiatives implemented to encourage positive behaviours. Henley Knowledge Sharing Behaviours model is used as a useful reference point for many development initiatives. Knowledge sharing is
Who Makes a Good Knowledge Champion?
Abstract: Poet and writer, Khalil Gibran once said, “A little knowledge that acts is worth infinitely more than much knowledge that is idle”. How true. However, we would like to take this a little further by saying that starting an initiative to make this knowledge ‘act’ is only half the job. The other half
Knowledge Activist’s Handbook
Abstract: The role of the knowledge activist is to be unreasonable, to identify and combine those small grains of truth that have the potential to become pearls. The Knowledge Activist’s Handbook demonstrates through the medium of storytelling how individuals can combine emotion and reflection to create their own knowledge.
Chief Knowledge Officer and Reward Structures
Abstract: There is only one way under high Heaven to get anybody to do anything. Knowledge sharing cannot be mandated. The whole notion of sharing what an employee knows is diametrically opposite to the way in which reward structures in most companies work. Why would anyone want to share his knowledge if that knowledge