Saturday, December 27, 2003
Dear friends and family,
Before you go making a list of dos and don'ts for the New Year resolution, I would like you read this article which I firmly embrace. I can't recall which forum I shared this similar vox populi about New Year resolution, so bear with me for another year. I, for one, believe that resolution doesn't have to start on the 1st of every new year. It can start anytime you choose to, so long you carry it out till the end. Even if it ends after 2nd January, then give yourself a pat on your back. Because it has a beginning and an end. That should be your focal point rather than to erase it and start again on the 1st January.
I'm not being cynical here but I feel that this new-year-resolution program, workshop, or even diary thing is nothing but commercial exploitation which many motivational speakers and their likes employ.
Look, this article or my opinion is not an ammunition to beat you up if you are the ‘victim’. On the contrary, I'm trying to shred some pressure off you. Hands up for those who made new-year-resolutions but never wait till its harvest time or worst no patient to plough them.. The point I'm making here is not to get so hyped up with the beginning and forget about the ending. OK? Finito!
Now if you still want to throw those rotten eggs, be my guest … c”,)
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
An Ode To Endings Copyright 2003 Maya Talisman Frost
Beginnings are overrated.
At this time of year, it's customary to think about new beginnings. We promise to try new things, to learn new skills, to become better in some way during the new year. By February, we've forgotten what we were so excited about starting just a few weeks earlier.
We've become quite good at beginnings. It's the endings that could use a little more work.
There's a certain thrill in starting something new, but it's far more satisfying to end something well. I'm not the only one who thinks so. Henry Wadsworth Longfellow wrote: "Great is the art of beginning, but greater is the art of ending."
Endings are far more interesting. It's sort of like picking up a novel. There's really no commitment required to read the first page. You expect the author to take you on a journey. You may become engrossed in the book, or you may lose interest in it. You may end up loving the story, or you may slap the book closed midway, wondering how it ever made it to the bestsellers list. There's nothing inherently fulfilling about starting a book. There is merely the vague promise that it may deliver something meaningful.
ENDING the book is a different story. You've been somewhere, you've met some characters, you've followed the twists and turns of the plot. When you finish that last page, it's generally with a sense of accomplishment and, if you're lucky, a little sadness that the story has come to its conclusion. You can reflect a bit and think about what you've experienced by reading the author's words. You're not the same person you were when you started the book.
Beginnings are for beginners. Birth, the ultimate beginning, is the one starting point we all share, but it doesn't guarantee anything. Our role as humans is to learn how to live well so that by the end of our years on this planet, we have by our choices and actions created a satisfying end to our story.
Let's practice that one year at a time. I'd like to propose an ode to endings. Instead of coming up with your usual list of New Year's resolutions, think of a select group of year-end closings. What are you ending? What are you finishing well at the end of 2003?
We too often grasp at the notion of starting fresh without really finishing old business. There's something immensely rewarding about figuring out what you're ready to leave behind in order to make room for new activities, friends, projects and thoughts in the year ahead. We keep piling things on, but there's beauty and power in becoming intentionally selective.
Maybe you don't need to start something new at all. Perhaps the most important thing you can do to ensure a healthier, happier, more prosperous new year is to let go of things that are no longer important to you.
We sometimes frame our resolutions as promises to end something---to quit smoking, to stop overeating, or to get out of debt. Those are good goals, but I challenge you to scratch the surface here. Think bigger, deeper, harder. Look at your opinions, your beliefs, your views that are no longer serving you well....and let go. Give them up. Celebrate their endings.
For the next week, focus on ending something well. Put some thought into it. Think about what you've learned, what you've gained, and where you're headed. Don't even consider making any New Year's resolutions until you're ready to close the last chapter of 2003.
About 2400 years ago, Euripedes said: "A bad beginning makes a bad ending." If you're ready for a terrific 2004, it's only because you've fully finished 2003 and taken stock of what it offered.
Vow to begin 2004 well by ending 2003 beautifully.
Cheers!
Before you go making a list of dos and don'ts for the New Year resolution, I would like you read this article which I firmly embrace. I can't recall which forum I shared this similar vox populi about New Year resolution, so bear with me for another year. I, for one, believe that resolution doesn't have to start on the 1st of every new year. It can start anytime you choose to, so long you carry it out till the end. Even if it ends after 2nd January, then give yourself a pat on your back. Because it has a beginning and an end. That should be your focal point rather than to erase it and start again on the 1st January.
I'm not being cynical here but I feel that this new-year-resolution program, workshop, or even diary thing is nothing but commercial exploitation which many motivational speakers and their likes employ.
Look, this article or my opinion is not an ammunition to beat you up if you are the ‘victim’. On the contrary, I'm trying to shred some pressure off you. Hands up for those who made new-year-resolutions but never wait till its harvest time or worst no patient to plough them.
Now if you still want to throw those rotten eggs, be my guest … c”,)
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
An Ode To Endings Copyright 2003 Maya Talisman Frost
Beginnings are overrated.
At this time of year, it's customary to think about new beginnings. We promise to try new things, to learn new skills, to become better in some way during the new year. By February, we've forgotten what we were so excited about starting just a few weeks earlier.
We've become quite good at beginnings. It's the endings that could use a little more work.
There's a certain thrill in starting something new, but it's far more satisfying to end something well. I'm not the only one who thinks so. Henry Wadsworth Longfellow wrote: "Great is the art of beginning, but greater is the art of ending."
Endings are far more interesting. It's sort of like picking up a novel. There's really no commitment required to read the first page. You expect the author to take you on a journey. You may become engrossed in the book, or you may lose interest in it. You may end up loving the story, or you may slap the book closed midway, wondering how it ever made it to the bestsellers list. There's nothing inherently fulfilling about starting a book. There is merely the vague promise that it may deliver something meaningful.
ENDING the book is a different story. You've been somewhere, you've met some characters, you've followed the twists and turns of the plot. When you finish that last page, it's generally with a sense of accomplishment and, if you're lucky, a little sadness that the story has come to its conclusion. You can reflect a bit and think about what you've experienced by reading the author's words. You're not the same person you were when you started the book.
Beginnings are for beginners. Birth, the ultimate beginning, is the one starting point we all share, but it doesn't guarantee anything. Our role as humans is to learn how to live well so that by the end of our years on this planet, we have by our choices and actions created a satisfying end to our story.
Let's practice that one year at a time. I'd like to propose an ode to endings. Instead of coming up with your usual list of New Year's resolutions, think of a select group of year-end closings. What are you ending? What are you finishing well at the end of 2003?
We too often grasp at the notion of starting fresh without really finishing old business. There's something immensely rewarding about figuring out what you're ready to leave behind in order to make room for new activities, friends, projects and thoughts in the year ahead. We keep piling things on, but there's beauty and power in becoming intentionally selective.
Maybe you don't need to start something new at all. Perhaps the most important thing you can do to ensure a healthier, happier, more prosperous new year is to let go of things that are no longer important to you.
We sometimes frame our resolutions as promises to end something---to quit smoking, to stop overeating, or to get out of debt. Those are good goals, but I challenge you to scratch the surface here. Think bigger, deeper, harder. Look at your opinions, your beliefs, your views that are no longer serving you well....and let go. Give them up. Celebrate their endings.
For the next week, focus on ending something well. Put some thought into it. Think about what you've learned, what you've gained, and where you're headed. Don't even consider making any New Year's resolutions until you're ready to close the last chapter of 2003.
About 2400 years ago, Euripedes said: "A bad beginning makes a bad ending." If you're ready for a terrific 2004, it's only because you've fully finished 2003 and taken stock of what it offered.
Vow to begin 2004 well by ending 2003 beautifully.
Cheers!
Measuring the success of knowledge management
ways to keep score of the success of a knowledge management project
Once a KM project is deployed, a company can do several things to ensure its success. There should be constant communication within the organisation to reinforce the message that KM will yield great benefits for the firm.
It is also critical that the firm instills a knowledge sharing mindset as an integral part of the corporate culture.
Driving the KM concept
Employees can be encouraged to share their knowledge by giving them incentives. Think of ways to "institutionalise" KM. For example, you may want to peg an employee's appraisal to his use of KM. Or, employees that use KM extensively could be rewarded with a bigger bonue at the end of the year. Consider designating someone to be in charge of KM. This person could help drive the KM concept forward, hence demonstrating that your company is serious about its KM strategy.
Consider also forming a KM team to ensure that knowledge and information provided are accurate and updated regularly. A feedback forum should be implemented to provide a channel for employees to offer suggestions on how to further improve KM deployment.
One approach to measure the success of a KM project is to use specific KM metrics such as the number of hits on the company's Knowledge Portal or the number of ideas shared and implemented. Companies can also consider another approach, using a Balanced Scorecard to gauge the success of the project and indicate how results are achieved.
Keeping Score
The Balanced Scorecard approach helps to focus on four key perspectives of a business: finance, customer relationship, internal business processes and learning and growth.
The scorecard attempts to answer these questions:
- what is your firm good at?
- how can your company improve and create new business revenues?
- how do your customers view your firm?
- what can your company do to offer greater shareholder value?
Measures drive performance. Without proper metrics in place, evaluating KM's success would not only be difficult but making the necessary improvements to fine-tune the project would also prove to be an issue.
ways to keep score of the success of a knowledge management project
Once a KM project is deployed, a company can do several things to ensure its success. There should be constant communication within the organisation to reinforce the message that KM will yield great benefits for the firm.
It is also critical that the firm instills a knowledge sharing mindset as an integral part of the corporate culture.
Driving the KM concept
Employees can be encouraged to share their knowledge by giving them incentives. Think of ways to "institutionalise" KM. For example, you may want to peg an employee's appraisal to his use of KM. Or, employees that use KM extensively could be rewarded with a bigger bonue at the end of the year. Consider designating someone to be in charge of KM. This person could help drive the KM concept forward, hence demonstrating that your company is serious about its KM strategy.
Consider also forming a KM team to ensure that knowledge and information provided are accurate and updated regularly. A feedback forum should be implemented to provide a channel for employees to offer suggestions on how to further improve KM deployment.
One approach to measure the success of a KM project is to use specific KM metrics such as the number of hits on the company's Knowledge Portal or the number of ideas shared and implemented. Companies can also consider another approach, using a Balanced Scorecard to gauge the success of the project and indicate how results are achieved.
Keeping Score
The Balanced Scorecard approach helps to focus on four key perspectives of a business: finance, customer relationship, internal business processes and learning and growth.
The scorecard attempts to answer these questions:
- what is your firm good at?
- how can your company improve and create new business revenues?
- how do your customers view your firm?
- what can your company do to offer greater shareholder value?
Measures drive performance. Without proper metrics in place, evaluating KM's success would not only be difficult but making the necessary improvements to fine-tune the project would also prove to be an issue.
Saturday, December 06, 2003
What are weblogs?
Along with ‘storytelling’, weblogs (AKA blogs, k-logs or klogs) are seen as the latest killer application in the Knowledge Management and learning arena.
Very simply, weblogs found their origins as personal lists of webpages (and associated commentary) as recommendations to other surfers - they were quite literally an individual's log of the web.
Knowledge Management based weblogs (K-logs) extend this concept to include those pieces of information that will be of use to both the author and others at a later date.
Thinking about it logically, most of us already ‘blog’ on a daily basis. We see interesting articles/websites, participate in productive meetings, have ideas, communicate views etc. but we store these things in our minds, notebooks or personal PCs rather than in a standard format that both we and others can benefit from when the information is needed.
How do weblogs work?
A blog consists of a number of entries or items. Each item has a title, a short description, a URL (if appropriate), the name of the author and the posted date.
There are different types of blogs:
Personal blogs - as previously described.
Information blogs – which comment on, and point to web resources on, a specific topic such as Desktop Agents or postal regulation.
Shared blogs - where a number of people or a team publish to a single blog.
Individuals maintain their own blogs, either singularly or as part of different process-based, organisational or project teams. From a corporate blog directory, readers choose those of interest by subscribing. These preferred blogs appear on a single page for ease of use. Both live and archived blogs are accessible via taxonomy and search based routes.
Why should Businesses use weblogs?
Unlike more traditional document management or knowledge base systems, weblogs are personal, easy to use and focused on supporting the individual’s way of working. Importantly, people maintain information that is of interest to them and it is a secondary benefit that this information can be accessed by the whole of the organisation. This is a short-term fix to solving many of the organisational and behavioural aspects of implementing knowledge management, as the WIIFM is obvious to the individual. The utilisation of blogs would also be one of the first steps in creating a knowledge sharing culture as users can see the benefits of sharing first hand rather than having to take a leap of faith.
As the utilisation of blogs grows, the organisational level benefits kick in. People are put in touch with people (blogs are indicators of experts and common interests) and information. The stored information also creates the backbone of a permanent corporate knowledge base with new people easily able to see what their predecessor spent their time working on, the information sources they used and the people they interacted with.
Can I see some example weblogs?
Most Internet search engines currently do not index weblogs but a blog search facility is available at The MIT Media Lab. They have spidered and indexed the content of over 11,500 (and growing) weblogs and feature the most popular blogs at http://blogdex.media.mit.edu
What software do I need?
Current software products include:
Userland Software (http://www.userland.com), whose Radio Userland product allows you to store your blog on their website.
Blogger http://www.blogger.com.
Conversant http://www.free-conversant.com.
But how long will it be until the big players include similar functionality in their software?
Along with ‘storytelling’, weblogs (AKA blogs, k-logs or klogs) are seen as the latest killer application in the Knowledge Management and learning arena.
Very simply, weblogs found their origins as personal lists of webpages (and associated commentary) as recommendations to other surfers - they were quite literally an individual's log of the web.
Knowledge Management based weblogs (K-logs) extend this concept to include those pieces of information that will be of use to both the author and others at a later date.
Thinking about it logically, most of us already ‘blog’ on a daily basis. We see interesting articles/websites, participate in productive meetings, have ideas, communicate views etc. but we store these things in our minds, notebooks or personal PCs rather than in a standard format that both we and others can benefit from when the information is needed.
How do weblogs work?
A blog consists of a number of entries or items. Each item has a title, a short description, a URL (if appropriate), the name of the author and the posted date.
There are different types of blogs:
Personal blogs - as previously described.
Information blogs – which comment on, and point to web resources on, a specific topic such as Desktop Agents or postal regulation.
Shared blogs - where a number of people or a team publish to a single blog.
Individuals maintain their own blogs, either singularly or as part of different process-based, organisational or project teams. From a corporate blog directory, readers choose those of interest by subscribing. These preferred blogs appear on a single page for ease of use. Both live and archived blogs are accessible via taxonomy and search based routes.
Why should Businesses use weblogs?
Unlike more traditional document management or knowledge base systems, weblogs are personal, easy to use and focused on supporting the individual’s way of working. Importantly, people maintain information that is of interest to them and it is a secondary benefit that this information can be accessed by the whole of the organisation. This is a short-term fix to solving many of the organisational and behavioural aspects of implementing knowledge management, as the WIIFM is obvious to the individual. The utilisation of blogs would also be one of the first steps in creating a knowledge sharing culture as users can see the benefits of sharing first hand rather than having to take a leap of faith.
As the utilisation of blogs grows, the organisational level benefits kick in. People are put in touch with people (blogs are indicators of experts and common interests) and information. The stored information also creates the backbone of a permanent corporate knowledge base with new people easily able to see what their predecessor spent their time working on, the information sources they used and the people they interacted with.
Can I see some example weblogs?
Most Internet search engines currently do not index weblogs but a blog search facility is available at The MIT Media Lab. They have spidered and indexed the content of over 11,500 (and growing) weblogs and feature the most popular blogs at http://blogdex.media.mit.edu
What software do I need?
Current software products include:
Userland Software (http://www.userland.com), whose Radio Userland product allows you to store your blog on their website.
Blogger http://www.blogger.com.
Conversant http://www.free-conversant.com.
But how long will it be until the big players include similar functionality in their software?
Wednesday, December 03, 2003
KM Competency
The Ark Group has done a great job with the competency table below:
Early Stage of KM implementation
Have some knowledge of KM but want to know more about KM implementation in the organisation
Need to know:
o How to communicate KM to the organisation or department in the initial stage
o How to link KM with business requirements
Looking at setting up:
o Pilot projects for Communities of Practice
o An intranet
o A taxonomy
Assimilative Stage of KM implementation
Already implemented pilot projects in the organisation and will be implementing KM on an organizational basis
Looking at other KM tools and processes to complement existing ones, demonstrating returns/formation of metrics
Need to find solutions to challenges such as:
o Managing the organizational culture
o Overcoming political resistance to KM
o Aligning KM to the business strategy
Looking for ways to move to the next level of KM implementation
Mature Stage of KM implementation
Already implemented KM initiatives on an organisation-wide scale
Have a mature set of taxonomies, a sophisticated intranet design and established several CoPs
Need to find solutions to challenges such as:
o New technologies to enhance existing KM strategies, setting up of content-management systems or portals
Facing challenges on:
o How to set up an organizational memory and storytelling
Other themes include:
o Innovation, knowledge retention and continued integration of systems
Ref: KM Asia 2003
The Ark Group has done a great job with the competency table below:
Early Stage of KM implementation
Have some knowledge of KM but want to know more about KM implementation in the organisation
Need to know:
o How to communicate KM to the organisation or department in the initial stage
o How to link KM with business requirements
Looking at setting up:
o Pilot projects for Communities of Practice
o An intranet
o A taxonomy
Assimilative Stage of KM implementation
Already implemented pilot projects in the organisation and will be implementing KM on an organizational basis
Looking at other KM tools and processes to complement existing ones, demonstrating returns/formation of metrics
Need to find solutions to challenges such as:
o Managing the organizational culture
o Overcoming political resistance to KM
o Aligning KM to the business strategy
Looking for ways to move to the next level of KM implementation
Mature Stage of KM implementation
Already implemented KM initiatives on an organisation-wide scale
Have a mature set of taxonomies, a sophisticated intranet design and established several CoPs
Need to find solutions to challenges such as:
o New technologies to enhance existing KM strategies, setting up of content-management systems or portals
Facing challenges on:
o How to set up an organizational memory and storytelling
Other themes include:
o Innovation, knowledge retention and continued integration of systems
Ref: KM Asia 2003
