Roles
Here is your opportunity to review the titles and abstracts of the
many articles that have appeared in KnowMap
in the Roles theme. For a chronological treatment, see our Current
Contents page.
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The Roles section covers articles on roles and responsibilities
in knowledge management. For more information, see the Roles
section of Categories.
Editorials -
Special Views
Roles - Culture
- Strategy
TOOLKIT: Standards - Mapping
- Auditing
CASE STUDIES: General - Learning
- Audits - Maps
- Surveys 
Vol.
2, No. 4: Knowledge
Innovation - the True Competitive Intelligence - Debra M. Amidon
Stanford provides a summary of Debra M. Amidon's web seminar presented
on September 25, 2002 for the Special Libraries Association. Her topic
deals with how these information professionals might become better positioned
as competitive intelligence officers of the organization and help their
businesses succeed through innovation.
Vol. 2, No. 4: Value and
Vision: Business and Strategic Competencies for Leadership: The Dialog
Quantum2 Program - Betty Jo Hibberd & Liz Blankson-Hemans
The authors introduce ten professional spheres of activities forming
the framework of competencies around which the Dialog Quantum2
program is centered. These include 5 Strategic Competencies and 5 Business
Competencies, which are explained in the document.
Vol. 2, No. 3: Competency
Mapping: An Invaluable People Resource Tool - Xenia Stanford
Stanford lists 12 uses of competency mapping including defining roles,
creating position descriptions, making corporate yellow pages, drafting
resumes, selecting the best candidates, finding jobs and determining
training needs. She further explores how these can be an integral part
of a better new practice called "Management in the Round".
Vol. 2, No. 2: The Role
of the Knowledge Integrator - Xenia Stanford
Formerly considered the function of a computer system, recently the
role of Knowledge Integrator has been added to others in KM. Stanford
compares the role, benefits and challenges of the human KI.
Vol. 2, No. 1: Off to the
RACI: Mapping Roles - Xenia Stanford
Mapping who will do what and when, and then how
the various roles are interdependent can make teamwork and project planning
run smoothly due to clear understanding of communication lines. Knowing
who has Responsibility and Accountability and who must
be Consulted and Informed reduces silos and unnecessary
duplication of effort. Stanford explains how to map these roles.
Vol. 1, No. 6: Bringing
Light into a Darkened World - Xenia Stanford
What can we do in times of darkness when we each are only one? Stanford
brings words of hope from a recent Canadian Association of Professional
Speakers (CAPS) seminar. The speakers showed how only one can make a
great deal of difference.
Vol. 1, No. 5:
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.
Vol. 1, No. 4:
Where Does Knowledge Belong? A Better Solution - Mark W. McElroy
In the first part of this two part article, McElroy left us with the answer to: If KM is the solution, then what is the question? In this second of two parts on the positioning of KM within an organization, McElroy explores better solutions than those currently viewed as the best placement of KM within an organization.
Vol. 1, No. 4:
Role Definition and Core Competencies in a Knowledge Management Program - Alain J. Godbout
Godbout continues his knowledge management strategy series with an article on how activities are instances of know-how, thus role definition and core competencies are vital to a knowledge management program. He takes us from a table of sample activities organized by results to role and process definitions and explains how this fits together in a knowledge management program.
Vol. 1, No. 3:
Time to Shift the Hiring Gears: The Coming Retirement Crisis for Senior Knowledge Professionals - Stephen Abram
In this article on the lack of upcoming new talent to replace retiring knowledge professionals, Abram states: "If almost 50% of the current workforce who are professionally trained and experienced in turning information into knowledge are leaving the workforce over the next 8 years (they are, undoubtedly taking their knowledge with them), AND we haven't trained enough pros to replace them - then how is your organization going to be competitive?" Although he speaks mainly from the Canadian viewpoint, are you sure your organization in your country is safe? In this article, Abram gives tips applicable to anyone on how to avoid this future brain drain.
Vol. 1, No. 3:
Where Does Knowledge Belong? Framing the Question - Mark W. McElroy
In this first of two parts on the positioning of KM within an organization, McElroy explores where various interest groups currently view the best placement of KM. However, what these groups seem to forget is the basic question. If KM is the solution, then what is the question? Read this article to find out. In the next issue as the second part of Where Does KM Belong, McElroy will explore A Better Solution.
Vol. 1, No. 2:
Knowledge Management: Who's in Charge? - Xenia Stanford
Can knowledge really be managed? Can anyone rightly be called a knowledge manager? This article explores the roles to be played in managing knowledge to create stakeholder value.
Vol. 1, No. 1:
Knowledge Jobs: Innovation - Knowledge to Action sm - Debra M. Amidon
Have you ever wondered where you fit in the rapidly changing knowledge management world? Check out Debra M. Amidon's eight-part career classification schema and find your specialty.
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