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Part I of the book offers the reader cases addressing the fundamental issues of knowledge transfer, critical success factors, underlying principles, descriptions of know-how exchange, lowering knowledge-sharing barriers, KM strategies, and it addresses the need to weave best practices into the day-to-day work that everyone does. Part II is focused on communities of practice -- one of the major driving forces of KM. Its cases explain the challenges of set-up, implementation, coordination and the support required for managers and teams to systematize KM practices. Part III illustrates the added value of KM in innovative arenas such as neurological-disease centers, knowledge intensive medical solutions and services, mergers and acquisitions, or corporate learning programs. Part IV examines quantifiable measures of KM as a critical basis for developing incentives for stimulating knowledge sharing and networking. It suggests ways in which results can be promoted, and discusses the intersection of KM and e-business, incorporating knowledge from outside corporate boundaries with organizational knowledge.
Gilbert Probst proposes that the very process of case writing is instrumental in managing knowledge and reflecting on the process. Thus, according to Probst, the case method used in this book offers an excellent example of a knowledge-sharing tool. Each case is presented as an independent study. They can be read in any order. The consistent emphasis throughout the book is placed on an ongoing balance of identifying what knowledge is most relevant to the interests of managers, and illustrating how to transfer it. I really enjoyed reading this this book. I consider it a treasure trove of ideas on how to use an organization's best knowledge practices.
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He also presents a brilliant hypothesis that the story of the Exodus is based around ergot poisoning of the yeast supply. Chris Bennett in Sex, Drugs, Violence and the Bible makes a case for cannabis especially in the Old Testament, and Dan Merkur in Mystery of Manna, and in Psychedelic Sacrament, makes a case for ergot in the Old Testament.
This is a model of a fine book. The prose is clear, artistic, and masterful. The photos are stunning and perfectly support his case, showing the shape-shifting Amanita in its various lifecycle stages, explaining how each stage is allegorized in Hindu, Christian, and alchemical traditions. Definitely worth the price. A must-have for entheogen scholars.
Read this to be "in the know".
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The storyline is unpredictable, and leaves you wanting more. In a matter of fact, I would love to see this trilogy be extended to a 4 or 5 book series.
This book also arises many different emotions throughout the book.... happiness, fright, anger, sadness, depression, abandonment... All to a great extent.
This novel combines romance, action, and magic into one great novel that you would surely want to read.
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The story has a particular relevance to this reviewer, as Kersten played a role in preventing the resettlement of millions of "irreconcilable" Dutchmen to Eastern Poland and the Ukraine in 1941 and 1942. The Dutch hated the Nazi occupiers, and their opposition and riots in 1941 had enraged Hitler. Kersten saw the documentation, was appalled, and adopted the strategy of convincing Himmler that his health would be at serious risk if he undertook such a demanding task. Himmler finally decided to persuade Hitler that Germany's logistical system would be over-taxed by mass-moving people across the continent while fighting the war on the Eastern front. The operation was postponed till after the war. This tale was thoroughly investigated by the Dutch Government after the war, and validated. Kersten was appropriately honored.
This vignette is only one of the many in the book. It was November 11, 1941, that Himmler emerged from the Fuhrer's presence and announced that the "destruction of the Jews is being actively planned." The occupied eastern territories "are to become free of Jews." These wartime orders in 1941 went well beyond the earlier decree in January 24, 1939, which intended to solve the 'Jewish question' by emigration and evacuation. Hitler's outbursts of temper and raving and ranting were often interpreted by his lieutenants as policy edicts to be carried out literally. The more one reads of what went on at the human level at the Nazi top, the more one is reminded of an insane asylum. How this Austrian misfit, Adolph Schickelgruber Hitler, unemployed in Vienna in 1913, cast into - and surviving - the traumatic trench warfare mass murder cauldrons of World War I, absorbing and caricaturing the prevailing cultural theories of racial blood purity, cranium indices denoting superior intelligence, and terror bombing (Douhet), and could then exploit the crisis of capitalism and the threat of communism by rising to the leadership of the German Reich -- and then driven by powerful paranoias, bring such misery to millions, particularly Poles, Russians, Germans, and others, and the Jewish compatriots that lived among them, defies staggering odds. I highly recommend this book. John Waller is a immensely respected OSS and CIA veteran, and author, who writes beautifully and with care, on a topic we should not forget.
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You must read to understand.
The 19 chapters covering Siemen's KM journey have been compiled by a team of 44 writers, including business executives, managers, interns, professors and graduate students. The material is divided into 7 sections, covering overall KM strategy, transfer techniques, communities of practice, e-learning, and organisational change.
With a diverse group of companies and almost half a million employees globally, Siemens is one of the world's oldest and most successful corporations ' which successfully adapted to the chaotic world of the Information Age to re-structure itself around its most valuable assets: its knowledge base and people.
'Companies today live in knowledge ecologies where one company feeds knowledge into another. What counts is a networked approach to KM, involving internal as well as external parties. The logic behind this is as simple as it is compelling: if you cut off the outflow of knowledge, you will also cut off the inflow. We believe, therefore, that the firm's openness to external experts and the sharing of ideas within a broad network will be a key driver for maintaining competitive success at Siemens,' begin the editors Thomas Davenport (KM expert) and Gilbert Probst (professor at the University of Geneva).
'Increasingly, information is either a part of, or an important facilitator of, Siemens' diverse businesses. Since KM is greatly enhanced by the effective use of IT, it's not surprising that Siemens was a relatively early and enthusiastic adopter of KM. The IT-driven nature of the company's businesses also provides a strong motivation to manage knowledge effectively. One attribute of these technologies is that they change very rapidly; keeping up with various computing and communications technologies is much easier when a company has a system for rapidly circulating new knowledge,' according to the editors.
But KM is more than technology, and Siemens has also focused on a culture of sharing, synergy, and customer focus, especially in markets and fast-moving technology areas where the customer needs are more for total business solutions and sector intelligence than mere technology components.
KM at Siemens began in a bottom-up manner via various mid-level initiatives in communities of practice and bodies of knowledge. Managers of these initiatives themselves formed a semi-official community of practice. This was then followed by a corporate knowledge function which officially supported and coordinated these various initiatives, via the creation of the Corporate KM (CKM) office in 1999.
The Corporate KM (CKM) office held an international meeting in Munich in May 2000, drawing over 200 managers and KM practitioners to formally reflect on the company's KM strategy via the CKM Council and CKM TaskForce. Moving beyond a loose association of KM followers, the company now has formal support, constancy, transparency and a joint approach for KM practices.
The vision statement, goals and roles at the company now formally emphasise the role of knowledge and sharing. CKM has initiated over a hundred KM projects divided across lines of geography, industry, and functions. It has received numerous awards across Europe and the US, such as APQC, MACILS, KVD and Teleos.
KM capacity building at Siemens is promoted by yet another initiative, the Knowledge Community Support (KCS) project, founded in 1999 with support from units like Corporate Technology, Siemens Business Services, and Siemens Qualification and Training. It promotes the use of knowledge communities within Siemens, via coaching, hotlines, resources, newsletters, and its own Web site. It maintains an employee portal and a directory of all knowledge communities in the company, Communities@Siemens. KCS expects that in future, community management will be as common as project management.
Yet another area of KM focus at Siemens is the use of e-business methodology. It formed the Centre for e-Excellence in May 2000 to analyse business transformation via the Internet. A quarter of the sales of Siemens itself is expected to be eventually transacted via the Internet ' 50 per cent or more of its consumer products.
Challenges faced by Siemens on the KM front include balancing energies, resources and rewards for local versus global KM initiatives on a daily basis, managing the knowledge-sharing tension between different business units, and nourishing KM during hard economic times.
Each of the chapters in the book ends with useful discussion questions and key propositions from each case study. It would be suitable to end this book review with a sampling of these propositions.
'The economic value of knowledge does not lie in possessing it, but in using it. Pilot projects for KM must have clearly defined, measurable objectives that can be achieved in less than six months. However, the changeover to a knowledge-based company involves a change process that can span several years,' according to the authors.
Knowledge management and learning management are two complementary disciplines that are continuously growing closer and support an innovative and agile enterprise.
Knowledge sharing should not be reduced to appendices to everyday practice, but must become intertwined with practice. Casewriting about this sharing is a useful learning tool, teaching method, and knowledge recap mechanism via its ability to tease out details and provoke or inspire further action. Such methods are already used by other companies like British Petroleum (Post-Project Appraisal) and Xerox (pre-thought and after-thought cases on KM tools). An interplay between writers from the outside and inside helps elicit crucial details in the case stories.
'When established procedures are not conducive to the sharing of knowledge, the company must be ready to restructure itself into an organization more amenable to knowledge sharing. Over time, the intrinsic benefits of sharing knowledge should become apparent and the system then becomes self-perpetuating, thereby rendering incentive systems obsolete,' the authors recommend.
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Madanmohan Rao is the author of 'The Asia-Pacific Internet Handbook' and can be reached at madan@inomy.com