KM has been around for quite a while now. We all agree it is incredibly valuable to organizations so why is it not getting the widespread attention that we feel it deserves. This chat will aim to dig into some of those reasons and may even get ambitious enough to come up with some ideas to change course.

17:00 UTC = 12pm ET

It would be interesting to hear how organisations have branded and marketed their KM interventions into the company. Is this a budget item, what crazy ideas people have tried out, how to do it on a shoestring?

Google Wave is an online software application product of Google, described as a personal communication and collaboration tool. It is a web-based service, computing platform, and communications protocol designed to merge e-mail, instant messaging, wikis, and social networking. It has a strong collaborative and real-time focus supported by extensions that can provide, for example, spelling/grammar checking, automated translation among 40 languages, and numerous other extensions. It is still in preview mode, thus not yet officially released.

When Google Wave was introduced it created a wave of enthusiasm all around the world, including from knowledge managers. At the moment, some people still underline its unique opportunities for collaboration, others were dissapointed by the buggy experience of the new platform, they could not see the practical use, or felt all alone because their colleagues weren't on it.

During this chat we will look at experiences people had with Google Wave, explore opportunities and threats, and share tips and tricks.

Chat is 12pm ET / 9am PT

 Knowledge management is ill-defined but even more crucially ill-assessed. The inaccuracy and inadequacy of monitoring (1) approaches for KM has left behind a trail of tensions, heated debates, frustrations and disillusions. Differing perspectives on the value of KM and on ways to conduct monitoring have further entrenched these reactions.

How to reconcile expectations from managers / donors on the one hand, from teams in charge of monitoring knowledge management and clients / beneficiaries on the other hand? How to conjugate passion for and belief in knowledge-focused work with business realism and sound management practice?

What are approaches, methods, tools and metrics that seem to provide a useful perspective on monitoring the intangible assets that KM pretends to cherish (and/or manage)? What are promising trends and upcoming hot issues to turn monitoring of KM into a powerful practice to prove the value of knowledge management and to improve KM initiatives?

Join this Twitter chat to hear the buzz and share your perspective...

Traditionally, knowledge management initiatives have focused on sharing, collaborating and connecting inside the enterprise. This is the right place to start, but our colleagues, partners, clients, suppliers and even competitors also have knowledge and expertise that we can use. Can KM grow beyond the boundaries of the enterprise to include their participation? 

Regulatory and security issues aside, expanding KM beyond the boundaries of the enterprise holds bright promise. In this week's Tweetchat, we'll explore the potential advantages and obstacles of extra-enterprise knowledge management, and share strategies for pushing KM's boundaries "beyond the firewall." 

Davenport and Prusak correctly observed that "knowledge management must be part of everyone's job." Perhaps the most fundamental way this happens is through personal knowledge management or personal sensemaking. Harold Jarche describes personal KM as a three-part process of aggregating, filtering and connecting/sharing.

During this KMers' Tweetchat, we'll discuss ways to achieve personal KM and how knowledge managers can coach knowledge workers throughout their organization to be more effective at personal KM or personal sensemaking.

Modern organizations need a new, collaborative, value-driven approach to Innovation, which is challenging traditional views. It appears that the “Knowledge Management side of Innovation” is not fully exploited. Closer synergy between Knowledge and Innovation practices would certainly benefit the innovation process.

Many knowledge management programs and social media initiatives begin as grass roots efforts or skunk works projects, gaining users from the ground up. Others are launched by top executives through formal communications imploring members of the organization to participate. The most successful implementations combine both of these methods, while adding one more: the executives and their staffs not only communicate about the initiative, they actually participate themselves in a visible manner.

During this chat we'll examine this premise, and share experiences around it. 

US chat time is 12pm EST, 9am PST

This chat will be about the possibility of creating a KMers virtual workgroup to accomplish some task that we feel is worthwhile.