This book presents practical guidance in a highly accessible format on how to improve the way knowledge is used in organizations to solve common organizational problems. It is intended to be a handy guide for whenever knowledge and learning are seen as a factor affecting organisational performance.The book provides organizations with tools to assist them in making connections between different areas of knowledge inside and outside the enterprise to keep ideas fresh and vital. It addresses practical ways to overcome the inevitable contradictions that arise when people work across interfaces in messy business contexts.

Introduction.A handbook that you can dip into according to your needs, or that you can work through in a more systematic way to improve your organization's performance.SECTION I: Establish strategic priorities.By understanding from the outset the sort of knowledge that makes a difference to your organization's performance you can focus limited resources of time and attention on the things that will have the biggest impact in terms of generating value.CHAPTER 1:Identifying valuable knowledge.CHAPTER 2:Making a comprehensive assessment of knowledge fl ows.Section II: Enable operational effectiveness.By connecting well established knowledge-sharing practices with core business activities you can avoid "reinventing the wheel" and do more with less.CHAPTER 3:Taking knowledge initiatives to the front line of the organization.CHAPTER 4:Integrating knowledge practices into projects.CHAPTER 5:Working collaboratively in partnerships.Section III: Stimulate innovation.By retaining and developing expertise and understanding how to combine knowledgebased methods and approaches more effectively, you generate more innovation.CHAPTER 6:Building knowledge enabled innovation capability.CHAPTER 7:Retaining and developing expertise.Section IV: Increase learning capacity.By creating mechanisms to join up the learning that is happening around the organization, you create the conditions for greater operational effectiveness and stimulate new thinking and innovation.CHAPTER 8:Joining up individual and organizational learning.CHAPTER 9:Extracting knowledge value using document management systems.CHAPTER 10:Sustaining effective communities of practice.CHAPTER 11:Learning from external collaborations.Section V: Become more agile.By creating the conditions that help people adapt their knowledge and understanding to the constant turbulence in the outside world, the organization can become more responsive to new challenges.CHAPTER 12:Making more knowledgeable decisions.CHAPTER 13:Using social media for knowledge sharing.CHAPTER 14:Transforming relationships and structures in organizations.Section VI: Make change stick.By developing key knowledge-sharing behaviours and using effective communication approaches you show people why a knowledge approach matters and what they need to do themselves to contribute.CHAPTER 15:Developing knowledge-sharing behaviours and effective knowledge activists.CHAPTER 16:Moving from hard sell to compelling buy.CHAPTER 17:Improving the quality of conversations.CHAPTER 18:Taking account of national culture in designing knowledge initiatives.Index.