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A chapter describing the benefits of having a corporate yellow pages. There is some sound advice about how to encourage participation (include the personal, build organically through champions etc) and some nice examples of how these have been used. I find it hard to get excited about this. I think this is in great part due to seeing the technical issues that would be involved and the degree of challenge of getting people on board. I would want something that built onto a system that had to exist anyway - the email directory for example. I think for a lot of areas the people they really need to know are their direct teams and they will know them through constant contact. I am not sure that within the organisation there is the degree of changing project work where people would not know each other. This would obviously be different for specific parts of the NHS.The NHS Health Informatics Espace might support some of this functionality for health informatics staff but it feels clunky. You can search peoples profiles but have to click into each one to see any detail for example. Equally there are barriers to participation - despite being registered I cannot access one of the areas listed in the top navigation of the site (Sharing Experiences) - not very conducive to sharing!
Quote for the day (found through unrelated reading) "Try again. Fail again. Fail better." Samuel Beckett.
Back from leave and taking the plunge straight into Chapter 5 which looks nice and short.
First suggestion - start where the business is. I have this very much in mind as I am speaking at the launch of the Alignment Toolkit tomorrow afternoon. This is an initiative aimed at demonstrating how knowledge services align with, and impact on, NHS priorities. I am looking forward to hearing about examples of being 'where the business is' and am sure there will be some great ideas to follow up.First reflection point - What do you need to learn? I am struggling to know where to start with this. I can think of many things I could do with learning. Off the top of my head - why do some people use our services a lot and others in similar roles not at all? I have to run a workshop for my Directorate on organisational learning early next year and this would certainly make a good question for debate.Slightly frustrating to find the book again looking ahead a few chapters discussing a tool we are yet to learn much about (After Action Reviews).Next reflection point - what is the best environment in your organisation for Knowledge Sharing? I am fairly sure that technology is not going to be the solution on this one. We have a number of technological means of knowledge sharing already in place and these definitely don't reach all parts. The idea of a physical, visual presence is appealing. It would definitely have to be addressed through teams. A case by case approach would be required. The book suggests Knowledge Managers need to be communicators and I would heartily agree with that.This ends the first section of the book and we move into tools and techniques with Chapter 6.
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