Currently viewing the tag: "Knowledge flow"

The networks that (don’t) work

The effective use of knowledge and learning require culture and technology. Although the existing technology today is more than enough to transmit and store data, the resulting information has meaning only when inserted in a cultural context.

The explicit information can be easily inserted in a database, however, this information is often not the most relevant to the effectiveness of an organization. What is truly relevant to the Organization exists in the form of a complex system, context-sensitive.

This is knowledge, which we found in individuals, groups or organizations and that result of the connections between them.

The networks as seen through the prism of machines and accessories, just support. However without a proper management of these tools we cannot monetize the exchanges of information resulting from the activities of individuals involved in the networks, whether they are internal to the Organization, whether they are external and global.

An organization has to be seen from various perspectives and, since then, by the way as are formed their groups and power relations.

A careful mapping of an organization allows us to view internal and external flows of information, as well as the spaces not touched by these flows.

In a time when information flows were more focused and with less volume, almost only raised the question of the cost of transmission and storage, today given the amount of information available and their accessibility, it is important above all assess their quality and relevance.

Want to know about something has a lot more impact than trying to learn about it.

Knowledge requires validation, as well as the ability to anticipate and work results.

The networks and the technology that is inherently, allow the mass collection and transmission of information, but that alone is not enough.

It is necessary that “communities of know” face new data collection forms, new tools to handle and store information, including more effective filters and fundamentally new forms of collaboration in knowledge that meet over distance and time.

The great advantages anticipated that we can predict, with these new tools, are given a greater meaning to the knowledge resulting from collaboration between interdisciplinary teams that becoming cohesive, enable treating complex problems that usually are treated with teams of convergent disciplines.

Interdisciplinarity found in networks, in addition to promoting openness to new concepts and frameworks, allows the approximation, the traditional “knowledge centers” to natural internal users, organizations, and who are an active part in the validation of the information supplied and collected.

“In internal communications between co-workers the emphasis is on the presentation and interpretation of facts, requiring an interconnected system of communication methods that enables easy sharing of information. Effective communications should be linked to the objectives and culture of your business. These are the four steps to developing an internal communications strategy for your business:

1. Identify the strategy’s objectives

2. Audit current communications practices

3. Identify the communications audiences

4. Determine the communications methods to be used” – Elvis U.

Knowledge always ends up by being centered in the interests of the people, these being inclusive, almost always, the targets for validation of this knowledge.

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