To manage business operations – let alone innovate – amid frequent restructurings, outsourcings and retirements, leaders must quickly capitalize on hidden know-how (knowledge). That is, know-how that lives inside their organizations or networks – in the teams, processes and experts that comprise them. Yet, many organizations are coming up short in this race. Knowledge sharing and transfer have been reduced to reports, e-mails and tweets replacing vital personal interaction. The lack of meaningful conversation coupled with intense fragmentation across organizations and networks has left leaders floating in a sea of information and ideas without a map to channel insight into action. Sharing Hidden Know-How starts the conversation that allows organizations to take what they know to the bank. The “how-to”/“how-act” guidebook unveils Knowledge Jam, a facilitated collaborative method for helping organizations rediscover the fundamental discipline of knowledge transfer – the conversation. Developed by Katrina Pugh, president of AlignConsulting, the proven process uses human interaction to capture unwritten insights, and more importantly to put them to work. Offering a step-by-step process and practical tools, Sharing Hidden Know-How will help any organization harness untapped knowledge to solve today’s thorny problems: Accelerating New Product Development and Market and Segment Innovations Maximizing Combined Knowledge in Mergers Integrations, Restructurings, Off-shoring and Outsourcing Overcoming Information Overload (Focus on Social Media) Smoothing Executive Transitions and Succession Planning Smoothing Team Transitions Spreading Insight across Geographies and Network Partners Tapping into Sales Insights The next generation of leadership effectiveness is about conversation and reflective facilitation, not just texts and tweets. Sharing Hidden Know-How makes the case for intentional, conversation-based leadership, and provides the practice model to pull it off. Viewed from above, this important book is itself a conversation between Kate Pugh’s basic propositions and those of a diverse group of other thinkers, all woven into a unified whole. Viewed on the ground, it is an intellectual joyride, coherent, insightful, promisingly pragmatic, and with just the right measure of the personal to fully reveal a fruitful mind in motion. — David Kantor, director, Kantor Institute; author, Reading the Room (Jossey-Bass, 2012) “[This] book addresses one of the time-honored problems in organizations: ‘How do you get people with experience, solutions and knowledge to share them effectively with those who need those valuable assets?’ Technology, we now know, is not the answer—human discussion is. [Pugh] tells you how to structure and facilitate these important conversations.” —Thomas H. Davenport, President’s distinguished professor of IT and Management, Babson College; author of Analytics at Work and Thinking for a Living. “In this innovative and useful book Kate Pugh shows how you can be a far better knowledge practitioner just by releasing the power of talking in your organization. A fine example of the new generation of knowledge books.” —Larry Prusak, author, Working Knowledge; visiting scholar, Marshall School of Business, University of Southern California; and senior knowledge advisor to World Bank and NASA “[This book] meets an urgent need within leadership practices: an effective conversational process for capturing and transferring deep smarts.” —Stephen Denning, author, The Leader’s Guide to Radical Management and The Secret Language of Leadership “Leaders have long known that the ‘know-how’ of experienced teams is key to their organizations’ ability to achieve strategic goals. The challenge has always been to distill this wisdom and deploy it in a way that maximizes and accelerates its impact on organizational effectiveness. [This book] provides a practical approach to addressing this challenge, and, in so doing, improves competitiveness.” —Paul Lucidi, chief information officer, Insulet Corporation “A fantastic replacement for the long dormant and never used lessons-learned repository! This book provides well documented and effective tools for really learning from your organization. As our business continues to go through transformational change, I hope to make good use of the Knowledge Jam to make that transformation efficient.” —Sheryl Skifstad, senior director, Supply Chain IT at a Fortune 100 company
To manage business operations – let alone innovate – amid frequent restructurings, outsourcings and retirements, leaders must quickly capitalize on hidden know-how (knowledge). That is, know-how that lives inside their organizations or networks – in the teams, processes and experts that comprise them. Yet, many organizations are coming up short in this race. Knowledge sharing and transfer have been reduced to reports, e-mails and tweets replacing vital personal interaction. The lack of meaningful conversation coupled with intense fragmentation across organizations and networks has left leaders floating in a sea of information and ideas without a map to channel insight into action. Sharing Hidden Know-How starts the conversation that allows organizations to take what they know to the bank. The “how-to”/“how-act” guidebook unveils Knowledge Jam, a facilitated collaborative method for helping organizations rediscover the fundamental discipline of knowledge transfer – the conversation. Developed by Katrina Pugh, president of AlignConsulting, the proven process uses human interaction to capture unwritten insights, and more importantly to put them to work. Offering a step-by-step process and practical tools, Sharing Hidden Know-How will help any organization harness untapped knowledge to solve today’s thorny problems: Accelerating New Product Development and Market and Segment Innovations Maximizing Combined Knowledge in Mergers Integrations, Restructurings, Off-shoring and Outsourcing Overcoming Information Overload (Focus on Social Media) Smoothing Executive Transitions and Succession Planning Smoothing Team Transitions Spreading Insight across Geographies and Network Partners Tapping into Sales Insights The next generation of leadership effectiveness is about conversation and reflective facilitation, not just texts and tweets. Sharing Hidden Know-How makes the case for intentional, conversation-based leadership, and provides the practice model to pull it off. Viewed from above, this important book is itself a conversation between Kate Pugh’s basic propositions and those of a diverse group of other thinkers, all woven into a unified whole. Viewed on the ground, it is an intellectual joyride, coherent, insightful, promisingly pragmatic, and with just the right measure of the personal to fully reveal a fruitful mind in motion. — David Kantor, director, Kantor Institute; author, Reading the Room (Jossey-Bass, 2012) “[This] book addresses one of the time-honored problems in organizations: ‘How do you get people with experience, solutions and knowledge to share them effectively with those who need those valuable assets?’ Technology, we now know, is not the answer—human discussion is. [Pugh] tells you how to structure and facilitate these important conversations.” —Thomas H. Davenport, President’s distinguished professor of IT and Management, Babson College; author of Analytics at Work and Thinking for a Living. “In this innovative and useful book Kate Pugh shows how you can be a far better knowledge practitioner just by releasing the power of talking in your organization. A fine example of the new generation of knowledge books.” —Larry Prusak, author, Working Knowledge; visiting scholar, Marshall School of Business, University of Southern California; and senior knowledge advisor to World Bank and NASA “[This book] meets an urgent need within leadership practices: an effective conversational process for capturing and transferring deep smarts.” —Stephen Denning, author, The Leader’s Guide to Radical Management and The Secret Language of Leadership “Leaders have long known that the ‘know-how’ of experienced teams is key to their organizations’ ability to achieve strategic goals. The challenge has always been to distill this wisdom and deploy it in a way that maximizes and accelerates its impact on organizational effectiveness. [This book] provides a practical approach to addressing this challenge, and, in so doing, improves competitiveness.” —Paul Lucidi, chief information officer, Insulet Corporation “A fantastic replacement for the long dormant and never used lessons-learned repository! This book provides well documented and effective tools for really learning from your organization. As our business continues to go through transformational change, I hope to make good use of the Knowledge Jam to make that transformation efficient.” —Sheryl Skifstad, senior director, Supply Chain IT at a Fortune 100 company
Emerging from personal experience and empirical research, Doing Doctoral Research at a Distance is a key companion text for doctoral students from a range of research fields and geographical contexts who are undertaking off-campus, hybrid, and remote pathways. Offering guidance about the entire off-campus doctoral journey, the book introduces contexts of distance study; key information to get off to a flying start; organising time, space and plans to get work done; juggling employment, family and other commitments alongside distance study; doctoral identity and wellbeing; working with doctoral supervisors at a distance; accessing research culture at a distance; and managing the bumps along the road of the distance doctorate. Written for doctoral researchers, this book offers strategies to help those working at a distance to flourish. This book is ideally suited for those contemplating distance study, distance doctoral students who are starting their off-campus journey, and supervisors and others who are working with distance doctoral researchers. ‘Insider Guides to Success in Academia’ offers support and practical advice to doctoral students and early-career researchers. Covering the topics that really matter, but which often get overlooked, this indispensable series provides practical and realistic guidance to address many of the needs and challenges of trying to operate, and remain, in academia. These neat pocket guides fill specific and significant gaps in current literature. Each book offers insider perspectives on the often implicit rules of the game – the things you need to know but usually aren’t told by institutional postgraduate support, researcher development units, or supervisors – and will address a practical topic that is key to career progression. They are essential reading for doctoral students, earlycareer researchers, supervisors, mentors, or anyone looking to launch or maintain their career in academia.
The reputations of artists are curious things, influenced by factors beyond the quality of the work. Affairs of the Art explores the role those left behind play in burnishing an artist's reputation after he or she dies. Through interviews with those handling the estates of artists including Fred Williams, Brett Whiteley, John Brack, Howard Arkley, Bronwyn Oliver, George Baldessin and Albert Tucker, as well as a raft of art dealers, academics, curators and auctioneers, Strickland traverses the strange alleyways of the art market, where power resides with those who hold the best stock, and highlights the sometimes heart-wrenching way emotion and duty intersect in the making of decisions by those left behind.
Engaging with some of the most debated topics in contemporary organizations, Health at Work: Critical Perspectives presents a critical, contingent view of the healthy employee and the very notion of organizational health. Drawing on expressions such as ‘blowing a fuse’, ‘cracking under pressure’ or ‘health MOT’, this book suggests that meanings of workplace health vary depending on how we frame the underlying purpose and function of organization. Health at Work takes some of the most powerful and taken-for-granted discourses of organization and explores what each might mean for the construction of the healthy employee. Not only does it offer a fresh and challenging approach to the topic of health at work, it also examines several core topics at the heart of contemporary research and practice, including technology, innovation, ageing and emotions. This book makes a timely contribution to debates about well-being at work, relevant to practitioners, policy-makers and designers of workplace health interventions, as well as academics and students. This book will be illuminating reading for students and scholars across management studies, occupational health and organizational psychology.
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