KM (or Knowledge Management) is quite a hot topic nowadays.  There seem to be two factions, 1 believes that KM in it's existing form is a dying discipine, the other refuses to believe that.  These discussions get quite emotional, which I guess is a good thing as it shows the passion for the subject on both sides of the spectrum.

Personally I believe that most decision makers have developed a level of cynicism toward traditional KM, mostly I believe because of the seemingly pervasive (though unfortunate) association of KM with IT and the limited view that many practitioners have had of how KM should be implemented.  Best practices like Communities of Practice were largely followed blindly, without adapting them to local contexts, often leading to failed initiatives and wasted money.  ...

In general, our products fall within two categories:

1. Narrative in Business

We apply a range of narrative techniques that gather real, experience-based stories from your staff, management, clients and suppliers to help you understand your business better.

2. Complexity and Sense-Making

We use the Sense-Making Framework as a strategy lens to help you develop practical strategies for the complex problems you face.

In particular, our expertise lies in the following offerings:

• Thrive! through Effective Adaptation - our brand new offering that uses complexity and naturalistic management techniques in assisting organisations to adapt effectively amidst the economic meltdown. Read more here.

• Narrative Change Management

• Narrative Culture Audits and Climate Surveys

• Narrative approaches to Health & Safety

• Corporate Histories

• Complex Strategy Development

Our expertise is also applied to:

• Narrative induction programmes

• Narrative Exit interviews

• Narrative-based Employee Life Cycle Management

• Enneagram Personality Workshops

• Knowledge Management Strategy

• Knowledge Management Coaching

• General facilitation

Contact us should you wish to get a quote or find out more ...

Why are we so afraid to admit to making a mistake?  Failure, it seems, is universally seen as something to be avoided at all costs.  In a recent project where we investigated safety practices in mining, one of the key issues we identified was the tendency to try to hide failure by shifting blame, not reporting near misses, and scape-goating.  This, in an industry where learning from other's mistakes can save lives.

We all know them, people who think that they are experts on a certain topic (in extreme cases on all topics!) when in fact they know very little.  I recently found out that there is actually a name for this - it's called the Dunning-Kruger effect which is defined as: "the phenomenon wherein people who have little knowledge think that they know more than others who have much more knowledge"

It's named for Justin Kruger and David Dunning who first demonstrated the phenomenon in a series of experiments, when they were both at Cornell University. Their results were published in the Journal of Personality and Social Psychology in December 1999.