The Gorilla illusions and the illusion of memory

Here is a reprise from the archives – a post primarily about the illusion of memory. The story here from Chabris and Simons raises some disturbing issues about the trustworthiness of tacit knowledge over a long timescale. Gorilla 2 Originally uploaded by nailbender I have just finished reading The Invisible

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Shared by Nick Milton December 13, 2018

The risks when an algorithm takes your job

An interesting Forrester blog highlights some of the risks of process automation image from wikimedia commons We live in a world where automation is beginning to impact knowledge work, in the same way that it impacted manual work in the last century.  On the one hand this is great news

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Shared by Nick Milton December 12, 2018

A timeline of KM at McKinsey

McKinsey is one of the leading Knowledge Management organisations in the world. Here is how they got there. Image from wikimedia commons I have referred to McKinsey a few times on this blog, describing their approach to knowledge centers, and some of the KM roles they have in place. McKinsey

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Shared by Nick Milton December 11, 2018

KM – managing container, or managing content

KM can be addressed in two ways – managing the container in which knowledge is carried (the people or the documents) or managing the contents held in that container. Image from wikimedia I blogged last week about “fuzzy statements” and how these need to be avoided if knowledge is to

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Shared by Nick Milton December 10, 2018

How to talk to the business about KM

Communicating KM to the business requires using business terms, not KM terms. Knowledge Management is not an end in itself, it is a means to an end, and the end is a more efficient, effective and productive organisation. The senior and middle managers in your organisation are not interested in

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Shared by Nick Milton December 7, 2018

The curse of knowledge and the danger of fuzzy statements

Fuzzy statements in lessons learned are very common, and are the result of “the curse of knowledge” Fuzzy MonsterClip art courtesy of I blogged yesterday about Statements of the Blindingly Obvious, and how you often find these in explicit knowledge bases and lessons learned systems, as a by-product of the “curse

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Shared by Nick Milton December 5, 2018

The curse of knowledge, and stating the obvious

The curse of knowledge is the cognitive bias that leads to your Lesson Database being full of “statements of the obvious” There is an interesting exercise you can do, to show how difficult it is to transfer knowledge.  This is the Newton tapper-listener exercise from 1990.  Form participants into pairs.

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Shared by Nick Milton December 4, 2018

14 barriers to lesson learning

Lesson learning, though a simple idea, faces many barriers to its successful deployment. Here are 14 of them. I posted, back in 2009, a list of 100 ways in which you could wreck organisational lesson-learning. These were taken from my book, The Lessons-Learned Handbook, and represent the many ways in

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Shared by Nick Milton December 3, 2018

What is the value proposition for a community of practice?

The whole purpose of community is enabling people to help each other. Vkw.studiogood [CC BY-SA 4.0], from Wikimedia Commons The primary vision of Community is a group of people who help each other.  This might be an Amish community raising a barn, pooling their strength and skills to help each

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Shared by Nick Milton November 30, 2018