The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation : Skills for 21st-century Organizations

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Greenwood Publishing Group, 2004 - 191 lappuses
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This book provides the context and tools to create knowledge via a proven process of inquiry, questions, and conversation. It introduces the theoretical background to explain why, as well as the practical hands-on skills and processes to demonstrate how, to surface tacit knowledge--that which we know but which we have not yet made explicit in conversation, e.g., background, education, and experience--and create new knowledge in collaboration with colleagues.

In the information economy, knowledge is an asset and a currency. The creation of new knowledge, therefore, enhances an organization's position in the marketplace. How do we create new knowledge? We don't do it by learning what is already known. The learning organization is already passé. Instead, we do it by inquirinq, which is a method of bringing tacit knowledge to the forefront of awareneness. The inquiring organization surfaces tacit knowledge, which is what its employees bring to the table--their background, education, experience, character, and judgment--and transforms that knowledge into new, explicit knowledge that can be transferred from one employee to another through conversation. That is true knowledge creation, and this book provides the tools, skills, techniques, and processes for executives and professionals in any field to accomplish this task in today's fluid environment.

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Atlasītās lappuses


1 The Era of the Inquiring Organization
From Modern to Postmodern Management
Modern to Postmodern
4 Tacit Knowledge
Care Respect and Trust
6 The Microskills for Knowledge Creation
Widening the Lens Sharpening the Focus
8 Tacit Knowledge and Conversation
9 Reflecting Conversations
The Compass and the Map

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Populāri fragmenti

29. lappuse - It is impossible for the behavior of a single, isolated individual to reach any high degree of rationality. The number of alternatives he must explore is so great, the information he would need to evaluate them so vast that even an approximation to objective rationality is hard to conceive. Individual choice takes place in an environment of "givens...
72. lappuse - The supreme task of the physicist is to arrive at those universal elementary laws from which the cosmos can be built up by pure deduction.
88. lappuse - A new idea is delicate. It can be killed by a sneer or a yawn; it can be stabbed to death by a quip and worried to death by a frown on the right man's brow.
112. lappuse - When we are able to free the individual from defensiveness, so that he is open to the wide range of his own needs, as well as the wide range of environmental and social demands, his reactions may be trusted to be positive, forwardmoving, constructive.
9. lappuse - Japanese approach is the recognition that creating new knowledge is not simply a matter of "processing" objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and hunches of individual employees and making those insights available for testing and use by the company as a whole.
43. lappuse - Courage is rightly esteemed the first of human qualities, because ... it is the quality which guarantees all others.
32. lappuse - However much general experience is involved, the aim is not to confirm and expand these general experiences in order to attain knowledge of a law, eg [sic] how men, peoples and states evolve, but to understand how this man, this people or this state is what it has become - more generally, how has it happened that it is so
52. lappuse - Language is not just one of man's possessions in the world, but on it depends the fact that man has a world at all.
58. lappuse - Such occurrences have only increased as a result of the terrorist attacks on the World Trade Center and the Pentagon on September 11, 2001. "The pattern seems to be that whenever there is a crisis in the Mideast, the incidence of hate crimes against Arab Americans increases...
136. lappuse - Indeed, the most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question.

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Par autoru (2004)

CATHERINE KANO KIKOSKI is Professor and Chair of the Graduate Department of Marriage and Family Therapy at Saint Joseph College in West Hartford, Connecticut. A licensed psychologist and family therapist, she has almost 25 years of experience in researching, publishing, teaching, and training professionals in the field of interpersonal communication as well as organizational behavior.

JOHN F. KIKOSKI is Professor of Political Science and Public Administration at Sacred Heart University in Fairfield, Connecticut. He is a past president of the Section on Professional Organization and Development of the American Society for Public Administration.

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