bullet1 Questions

bullet2 Jane Fountain

 

Compare and contrast the role of technological and human knowledge management systems

How can managers become more deliberate about their own learning and problem solving capacity? How do effective managers build knowledge-creating organizations that leverage and retain their innovative organizational members? How is knowledge created and shared in networked relationships? How is this inter-organizational knowledge managed?
Practical implications
  1. Create a knowledge vision;  
  2. Develop a knowledge crew;  
  3. Build a high-density field of interaction at the front line;  
  4. Piggyback on the new-product development process;  
  5. Adopt middle-up-down management;  
  6. Switch to a hypertext organization;  
  7. Construct a knowledge network with the outside world.  
  8. What are your challenges?  
  9. What are your possibilities, threats?  
  10. What is both important and urgent?  
  11. What types of knowledge are strategically important in your organization?  
  12. Build enablers: vision, conversations, activists, context, replicate   Leveraging Existing Approaches
  13. Selecting the right Anchor – coherence with org. culture  
  14. Success requires adopting multiple anchors to embed KM  
  15. Leading with Technology – email, groupware, shared data, infrastructure  
  16. Leading with Quality/Reengineering/Best Practice - benchmarking  
  17. Leading with Organizational Learning – mastery, devt., communities  
  18. Leading with Decision Making – link knowledge and decisions  
  19. Leading with Accounting – account for intellectual capital  


bullet2 Jerry Mechling


 

Concepts for leadership: from cases, readings, real-world participants, etc.
                Analysis practice: from class, small groups, and net-based communications
Applicatio ns to personal interests: from paper and term project.

How should increasingly efficient access to information be used in designing organizational strategies and structure? How should service design and governance change when interactions can be conducted over networks under greatly relaxed constraints of distance and time?

Reinventing or reengineering work processes (e.g., for networked services, the procurement process) and/or entire agencies;

investing in organizational learning re: new technologies and applications (e.g., artificial intelligence, broadband communications);
establishing cross-organizational and cross-jurisdictional linkages and infrastructure (e.g., Internet-integrated services, infrastructure for international trade)
What values are at stake and how might they be measured or assessed?

What options are relevant?
What information or knowledge can be used to estimate the impact of options on values? How much information is "enough"? How would "lessons" from specific cases or research need to be modified to fit situations familiar to you?
Personal and Professional Issues. How and to what extent should public leaders make personal use of computer-based tools? In addition to exploring this question though cases and readings, students may choose to pursue a hands-on term project (pending the instructor's approval).

Societal Issues. How will the Information Age influence the structure and functioning of entire economies and societies? For example, what changes in public policies — e.g., regarding information security and/or privacy — will be needed for an increasingly global and electronic world?

The Public Sector Innovation Problem:

Systemic Pressures Favoring Automation and an Internal Orientation
What to Avoid: Over-Cautious Incrementalism at One Extreme, Impulsive Innovation at the Other
Problem. Truly innovative ideas often need special skills and protection from the status quo
culture—not just early on, but throughout development and growth to full-scale operation
and delivery.

What to avoid. When new people and skills are part of an innovation, do not allow these
new people—and their unsettling ideas—to go unprotected.

What to do. In many cases, e-government services should be developed and delivered by
newly created organizations. New units are often quicker and more adept than old ones in
responding to the challenges of service development and innovation. These organizations
can be constructed within government, or in partnership with private or non-profit agents.

It addresses how public leaders can respond to the increasing demands for rapid and significant innovation that are becoming the sine qua non of the information age.



bullet2 Andreas Agiorgitis

 
This is a study of my use of IT for strategic innovation in Personal Knowledge Management (PKM) for PAL-101b, to see whether or not:

1.  The system provides Effective Personal Knowledge Management
2.  It is no more than a process automation
3.  Whether I exercised leadership in introducing it to the classroom

Answere Me These Questions Three!

Bob Kegan | Adult Development:
What is the Complaint?
What is the underlying Committment?  
What do I do or not do that obstructs this Committment?  
What is the underlying committment for that?  
How can I use that to leverage myself out of that cycle?  

Rabbi Hillel | Rabbi:
If I am not for myself, then who will be for me?
And if I am only for myself, then what am I?
And if not now, when?
PhD Work Group Framework:  
How our we part of the solution and how does it help us understand the nature of the problem?
How are we part of the problem and how does it help us understand the nature of the solution?
How are we avoiding the work entirely and how does it help us understand oursleves?