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Networkers in Paradise and
Telling Tales
Xenia Stanford
The Editor-in-Chief tells tales of recent networking in such places as San Antonio, Texas and cyberia. She gives updates on the KnowMap Board recent additions, activities and contributions. Then she discusses knowledge shared by this issue's contributors and our plans for going galactic. Editorials are always open so you can come along for the tour of issue 5 and beyond!
Roles of Librarians and Technologists in Knowledge Management
Xenia Stanford
The struggle between librarians and technology experts appears not to have ended with the new era of knowledge management. Both claimed IM (information management) and now KM (knowledge management) as their rightful role. Stanford discusses whose purview it is and how they must each become part of the knowledge management solution.
Modeling A Culture of Collaboration: Part I - Designing a Social Venture
Barbara Weaver Smith
Corporate culture determines how well knowledge flows through a company. Mergers and acquisitions succeed or fail according to how well cultural differences are addressed and how quickly a unified culture emerges. This is minor compared to the cultural complexities of a social venture. Weaver Smith uses a case study to show what happens when multiple organizations from the public, private, and not-for-profit sectors try to cooperate for a social purpose.
Coming in issue 6:
Modeling A Culture of Collaboration: Part II - Implementing a Social Venture
Barbara Weaver Smith
Part II will chronicle the processes of inventing the project model, implementing the project, and integrating it into the community landscape.
Standards & Conventions
Knowledge Management in the Contact Centre
Peter de Gosztonyi
Peter de Gosztonyi defines the modern contact centres, formerly known as help desks, and the issues facing them. He discusses the accuracy and quality of information and knowledge required and some techniques to help achieve better standards in meeting the customers' needs.
Mapping
Emergent Knowledge Maps
Brian R. Gaines and Mildred L. G. Shaw
Visual representations, such as knowledge mapping, form powerful means to promote mutual understanding in groups and organization. However, most of these are based on explicit knowledge. With increasing emphasis of the role of tacit knowledge in organizational knowledge management, the authors explore processes for the creation of knowledge maps that do not rely on access to explicit knowledge.
Spacial versus Spatial: Part I - Setting Common Frames of Reference (Read first)
Heiner Benking
In this first part, Benking sets the framework for new terminology and new ways of thinking about spacial and spatial maps and spaces.
Spacial versus Spatial: Part II - Spacial Knowledge Maps and Knowledge Models
Heiner Benking
In this second part, Benking presents us with the power and purpose of maps and models beyond our conventional thinking. He challenges us to look with the parallel reality of children to find alternative ways to reach across cultures, languages and perspectives to incorporate panoramic and multi-level views.
Spacial versus Spatial: Part III- Panoramic Thinking and End of This Journey
Heiner Benking
In this third part, Benking covers the concept of panoramic thinking, concludes this series of articles and invites us on a new journey. This also includes Works Cited for all three sections.
Mapping of the Aboriginal Population
Judith Rempel
Rempel, a demographer as well as our Webeditor, demonstrates that
mapping of the Aboriginal population extends beyond a geographic
treatment of reserves. She shows many layered and more useful
views for using mapping to understand the demographics of our
Aboriginal People.
Auditing
Knowing What We Need to Know - Part I: Auditing For Knowledge Gaps
Xenia Stanford
The catchphrase "knowing what we know" became an early mantra in knowledge management. Stanford shows us that there is much more to an organizational knowledge audit than either knowing what we know or knowing what we don't know. The importance lies in knowing what we need.
Coming in issue 6:
Knowing What We Need to Know: Part II -
Auditing with the End in Sight
Stanford will explore the goals and further dimensions of auditing with the view on what we hope to accomplish through the audit.
And in Vol. 2, No. 1:
Knowing What We Need to Know: Part III - Measuring
What We Truly Need to Know
Several tools for measuring what we need to know are given and examined for barriers and benefits.
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