storage

egbertalberts

People come and go. Knowledge management is said to be a force in retaining as much knowledge and experiences possible. However, is this really possible? What are good techniques to get the most useful information and knowledge channeled back into the organization?

• Introduction
• Do you have a knowledge management policy around people leaving? And what does this entail?
• If money and time was of no concern, what would be the best way of retaining as much knowledge and experience as possible?
• Should the person leaving get a formal role during the introduction of the new employee? What would be pro's and con's?

JohnReaves

We're engaged in conversations all the time, and in an age where many conversations are conveyed digitally, a lot of those can be archived, searched, filtered, indexed. But is that all there is to it, from a knowledge point of view? Are there opportunities to be missed (or exploited) to provide tools and methodologies that turn conversations into structured formats that are more useful in terms of knowledge creation and dissemination than the raw flow? We'll discuss these questions and the ones below.

Q1: What's the difference between conversation and content?
Q2: What's the difference between content and knowledge?
Q3: How do conversations and content fit (or not) into a conventional KM perspective, and into conventional KM tools?