Most organizations start their knowledge quest by attempting to find "what
they know". This may take the form of a survey, audit, interview, search,
dig or even an ethnographic study.
http://www.co-i-l.com/coil/knowledge-garden/kd/ethnovention.shtml
The results could be presented in the form of a concept map, showing the
location of key artifacts, a social network pointing to communication
flows and relationships, an inventory list of explicit information
sources, an evaluation of information and knowledge opportunities and gaps
or a directory of expertise.
Most knowledge mapping exercises fail to highlight key sources of tacit
knowledge, indicate important dynamics that feed tacit resources or
evaluate the delicate balance between augmenting tacit 'reserves'
(learning) and (harvesting) explicit information or intellectual property.
Some of the key issues in a knowledge mapping exercise are identification
and control of conversation forums, personal trajectories in relation to
informal communities of practice, evaluations of core knowledge practices
to foster awareness, reflection, learning, experimentation and creativity.
Taking note of the role and nature of boundary objects can help uncover
some of these key dynamics.
http://www.voght.com/cgi-bin/pywiki?BoundaryObject
Here is a new magazine with a focus on knowledge mapping that readers here
should enjoy:
What should we be 'mapping' to learn about the climate for learning in an
organization??
Denham
Ideas now travel at the speed of light!
How are you coping!!
http://www.voght.com/cgi-bin/pywiki?DenhamGrey
--"Grey, Denham C." <dgrey@iupui.edu>
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