Clickable Master Index

For a quick overview index of all my blog posts and for your convenience in quickly accessing any of them, download the latest Clickable Master Index (click here to download)

Alternatively, you can use the Clickable Master Index below (Click on any topic to open it in a new tab):

I. KM Framework (F Series)
F1- KM is not enough
F2- Intangibles: more essential for value creation
F3- KM is for value creation
F4- Unconscious KM and conscious KM
F5- A proposed KM framework
F6- “High-octane KM” is demand-driven KM
F7- Interactivity and context
F8- Valuation of intangible assets
F9- Economics of (unconscious) learning
F10- Ensuring ROI of training
F11- Cost of ignorance
F12- Relationships do create value
F13- KM is for value creation: WHOSE value?
F14- Monitoring & evaluation of KM for development
F15- Our development concepts may be THE problem

II. Useful Distinctions in KM (D Series)
D1- Knowledge versus information
D2- KM versus information management
D3- Tacit knowledge versus explicit knowledge
D4- Converting tacit to explicit knowledge and vice-versa
D5- Vertical learning versus horizontal learning
D6- IT track versus people track
D7- Supply-driven versus demand-driven KM
D8- Knowledge push versus knowledge pull
D9- Strategic KM versus operational KM
D10- KM tools: qualitative to quantitative
D11- Tangible versus intangible assets
– Practical hint #1
D12- Relationship capital versus stakeholder capital versus customer capital
D13- Bridging social capital versus bonding social capital
D14- Innovation versus invention
D15- Knowledge culture versus knowledge capture
D16- Best practice versus next practice
– Practical Hint #2
– Let us celebrate this day – how?
– The future of innovation
D17- Single-loop learning versus double-loop learning
D18- Teaching versus facilitating learning
– Wordle: word clouds of this blogsite
D19- Debate versus discussion versus dialogue
– Practical hints for learning facilitators (#3)
D20- IQ (head) versus EQ (heart) in KM
D21- Training versus learning-in-action

III. Al Qaeda Also Uses KM (Q Series)
Introduction to the Q Series
Q1- What is KM for?
Q2- KM is for creating value; whose value?
Q3- “The customer is king”; but the king is blind!?
– Practical KM hints (#4)
Q4- How Toyota beat(?) GM in sensing customer needs
Q5- Market value and/or(?) development value
Q6- KM for development: a triple(?) bottom line
– Paper on “Monitoring and Evaluation in KM for Development” now available for free
Q7- We found the enemy: our own concepts!?
– Another practical KM application (#5)
Q8- Wanted: workable tools for conscious paradigm shifting
– Practical KM hints (#6)
Q9- An exercise in team learning: some/the(?) root causes of September 11
Q10- “Power of the Third Kind” for political conflicts?
Q11- Social capital: peace creation = value creation?
– New KM e-book
Q12- Clash of civilizations or dialogue among civilizations?
– Generative dialogue: let’s get practical (#7)
– Practical hint #8: Watch a Sacha Baron Cohen movie!
Q13- Learning = KM + “Power of the Third Kind”?
– Practical KM Hint #9: Post-Project Knowledge Capture
– Practice #10: Sensing the emergent
Q14- Naming trans-societal Megatrend #1: “towards yin”?
– Practice internal watchfulness (Hint #11)
– Practice internal double-loop learning (Hint #12)
Q15- Senge’s journey: from learning to presencing?
– Your peak life experiences (Hint #13)
– Your peak work experiences (Hint #14)
– Limits of the possible
Q16- Seeing world problems: building(?) on Gregory Bateson
– Practical exercise #15: Ingredients of effective group action
– Practical hint #16: Knowledge transfer from senior retiring staff
Q17- Losses in community assets: the mother is suckling(?) from the baby!
– Metacapital
Q18- Negative(?) metacapital #1: corruption
– The movie Groundhog Day
– Gaia consciousness
– Tacit-group processes in KM
Q19- Negative(?) metacapital #2: the threat of a nuclear war
Q20- Israel versus Hamas and Hezbollah: lessons(?) in relationship capital
– Building Israeli-Palestinian relationship capital
– Practical hint #17: Tools for managing relationship capital
Q21- Rediscovering a core(?) of human capital: “sophia”
– For complex development problems: We need bridging leaders
– A value driver behind relationship capital
Q22- $7 trillion: cost to Americans of disinvestment in trust?
– War: consequence of negative relationship capital
– Towards a global balance sheet
– Refining estimation of global stock of knowledge assets
– It’s the knowledge economy, stupid!
– From corporate disregard to corporate embrace of stakeholder capital to socially-embedded corporations
Q23- Know-how (= knowledge) without “willing-to”
– A success factor in KM: motivating knowledge workers
– Cutting the (complex) Gordian Knot
– 12 Types of learning
– Practical KM hint #18: Mindmapping our learning processes
Q24- KM and power: constant(?) bed fellows
– More power to glocals!
– Practical Hint #20: Consider the power dimension in KM
Q25- Robin Hood versus the Sheriff of Nottingham
– Value-creating and value-destroying social innovations
– KM practice #19: Techniques in knowledge innovation (or: You experience how Da Vinci thinks)
Q26- Information: another force for democratization (trans-societal Megatrend #2?)
– KM and trans-societal megatrend #1
– Four types of memory
– Knowledge pathways in a learning organization (#21)
– Knowledge pathways: 3 case studies (Practical Hint #22)
– Appreciating Nonaka’s SECI model (#23)
Q27- Combining Megatrends #1 and #2: the next societal innovations?
– Evolving forms of governance
– A paradox in 20th century scientific practice
– Left-brainers and Nonaka’s “ba”
– Emerging indigo practices
Q28- Recap of KM virtues and gaps, or will KM disappear?

IV. Indigo Learning Practices (L Series)
Setting a Personal Learning Mode

    L11 Will to self-improve
    L12 Listening
    – Can we manage knowledge? (a practice in listening)
    – Listening (and building cross-cultural relationship capital)
    L13 Learning how to learn
    – The reflective knowledge worker
    – Personal learning history
    L14 Voicing
    – Ask high-value questions
    – The art of interviewing
    L15 Double-loop learning
    – A Tool for Learning to Unlearn: Internal “5 Why’s”
    L16 Concepts can block learning
    – Your judgment can block your learning
    – Memories (or past experiences) can block (or unblock) learning
    – External attention can block your learning


    L21- On Michael Jackson, or our mental models of people we know
    – How we form judgments of other people: female circumcision, lying, the jury system and the scientists’ “sacred p<.05"
    – When Judgment Closes the Door to Productive Communication
    L22 200% listening
    – Internal listening and anger management
    – Listening where mental models of people conflict
    – Listening to life
    L23 What is your communication intent?
    – Tools for conscious shifting of communication ends and means
    – Personal intangible assets and intentions
    – Communication intents behind Indigo Practices
    L24 Announce your communication boundaries
    – Another communication boundary: how far can you self-disclose?
    – When your communication boundaries are breached
    L25 12 types of learning, part 2
    L26 Bohm’s dream: a revolution in how we communicate
    – John Lennon’s dream: a world free of mental boxes and mental fences
    – The dream of Pierre Teilhard de Chardin: humankind’s discovery of the “second fire”

(The L Series will be continued at a later time.)

V. Low-Cost KM Tips: Increase Your Arsenal of KM Tools (T Series)

    0. General: definitions, concepts, measurements

      T0-1 A quick way for an organization to adopt a common understanding of KM
      T0-2 Starting a new KM language in your organization
      T0-3 Value added of KM over ICT, HRD and QM
      T0-4 Measuring the impact of a KM initiative
      T0-5 Estimating the financial impact of an intranet enhancement

    1. Value Creation: Market and social value creation, aligning KM to organizational goals, value proposition, business model, socioeconomic impacts

      T1-1 Selecting a cost-effective KM project
      T1-2 Development organizations: supporting desired stakeholder actions
      T1-3 Private corporations: supporting desired customer actions
      T1-4 Convince Board Members on KM in one hour
      T1-5 High-octane knowledge products by a development organization

    2. Sensing of Customer Needs: Satisfying internal and external customers, internal and external sensing, innovation and improvement, assessing needs/demands of stakeholders, relationship and stakeholder capital

      T2-1 A quick way of mining customer knowledge for service improvement
      T2-2 Mapping interests and power relations among stakeholders
      T2-3 Cues for product or service improvement
      T2-4 High-value tacit knowledge: What worked well in clinching project contracts
      T2-5 Sensing of client issues during contract negotiation: Some practical tips for KM consultants

    3. Knowledge Worker: Supporting the knowledge worker, supporting a team, skills and attitudes, human capital, self-motivation, personal KM

      T3-1 Showing a concrete benefit of KM to the knowledge worker
      T3-2 Mindmapping our learning processes
      T3-3 Techniques in knowledge innovation (or: you experience how Da Vinci thinks)
      T3-4 Identifying non-technical skills that affect productivity the most
      T3-5 Reducing knowledge loss when experienced staff resigns/retires

    4. Performance Support Systems: Tools and technologies, information and information systems, business processes, structural capital, equipment

      T4-1 Two important trigger questions in a lessons-learned session
      T4-2 An inexpensive tool for on-line meetings and follow-thru M&E
      T4-3 Using the performance evaluation system for KM
      T4-4 Collect and re-use work templates
      T4-5 What information input limits your productivity the most?

    5. Motivational Factors: leadership and supportive policies, incentives both material and non-material, teamwork, morale, conducive workplace, compelling and shared vision, learning orientation, training to support workplace development objectives

      T5-1 Practical hints for learning facilitators
      T5-2 Towards optimum personal productivity: your peak work experiences
      T5-3 Motivating knowledge workers need not be an expensive proposition
      T5-4 Convince managers of benefits of KM
      T5-5 Expertise directory with a twist: getting surprised with each other’s talents

VI. Series G: “Grawing-and-Griting”: Making Visible What We Are Thinking Together
G1. Group mind mapping
G2. Live griting the minutes of a meeting
G3. “Track changes” and wiki are sequential griting
G4. Tabletop grawing in a Knowledge Cafe
G5. Community-based resource mapping
G6. Using Post-its to arrange ideas
G7. Telling you my thoughts: Senge’s Left-Hand Column
G8. Telling you my reasoning process: Senge’s Ladder of Inference
G9. Planning with Google Docs spreadsheet
G10. Collaborative cause-and-effect analysis
G11. Telling you my assumptions and interests
G12. Stakeholders’ co-construct a Problem Tree
G13. Grawing a fishbone diagram
G14. Asynchronous-sequential versus live-interactive
G15. Crafting diagnostic ideagrams
G16. What shall we name this?
G17. Choosing and using metaphors
G18. Grawing a shared vision and a shared logo.

[© Quotations with acknowledgements or references/links to this blog are encouraged but copying and republishing without acknowledging this source is illegal. See Copyright Notice at right panel.]

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