I thought that I blogged this before, but I can't find it!
<quote>
Examines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'tacit knowing'. The concept is examined in the journal literature, the Web sites of consultancy companies, and in the presentation of business schools. The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.
</quote> [Roland Tanglao: KLogs]

(SOURCE:"rossm")-Yes! One of blogging's many benefits is that it cuts down on redundant email because people can check it first before emailing you or if they email you without checking the blog, you can simply email them the appropriate blog URL.
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You know klogging has a future when smart people consider blogs as a solution to the pain of information overload. A product manager at a major software company posted an informal RFI to a discussion board: Here's the situation: I'm managing four > products that are sold by about 300 sales engineers and 300 sales > people worldwide. That translates into a lot of sales-related > questions sent via email. There is some degree of overlap to these > questions. Currently I'm answering these queries by responding > individually to each email, and this takes a big chunk of time... > Given this situation, I'm thinking of setting up a weblog (aka blog) > to post answers to questions likely to be of interest to a > significant chunk of the sales team.
</quote> [Roland Tanglao: KLogs]

(SOURCE:"tins")-Valuable lessons from somebody who actually used Radio weblogs in a corporate setting (trial of 12 people). Interesting that people didn't want to leave OutLook and use their browser. I am opposite; I'd rather stay in the browser (especially Mozilla or Chimera but even IE) and not use email if I could.
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Some lessons I learned from this experiment:
* Have a problem to solve. Just telling people "things will be better" when they don't know that there's a problem is tricky. As mentioned above, weblogs are many things to many people. In our pilot, we started out by simply saying we wanted to see if people found them useful. In other words - we weren't trying to solve a problem.
* Reward participation. A number of people stated that they had trouble working blogging into their daily routine - that they had a number of other priorities competing for their time. Not surprisingly, they tended to gravitate to things for which they received recognition. A successful deployment of a k-log will need effective rewards to help reinforce the desirability of participation.
* Define what you're looking for. This is related to the first point, but I think it's important enough to discuss on its own. I was surprised at the number of people who understood conceptually what the weblog did but who were still unclear on what they could contribute. People are very used to a fairly formal communications format - and weblogs are highly unstructured. Without a focus, inertia seemed to dominate.
* Ensure senior participation. I tend to believe that grass-roots KM is the most difficult to achieve. When a program like this is supported from the top down, people are more likely going to appreciate the importance of the project - and appreciate the connection between the project and the company's overall success. If we are to increase the k-log's success, we will need to involve more of the senior management team.
</quote> [Roland Tanglao: KLogs]

globetechnology.com Dec 15 2002 2:00AM ET [Moreover - Knowledge management news]