Building on Knowledge
320 Pages
English

Building on Knowledge

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Description

This guide shows design practices and other construction professionals how to manage knowledge successfully. It explains how to develop and implement a knowledge management strategy, and how to avoid the pitfalls, focusing on the techniques of learning and knowledge sharing that are most relevant in professional practice. Expensive IT-based ‘solutions’ bought off-the-shelf rarely succeed in a practice context, so the emphasis here is on people-centred techniques, which recognise and meet real business knowledge needs and fit in with the organisational culture.

Knowledge is supplanting physical assets as the dominant basis of capital value and an understanding of how knowledge is acquired, shared and used is increasingly crucial in organisational success. Most business leaders recognise this, but few have yet succeeded in making it the pervasive influence on management practice that it needs to become; that has turned out to be harder than it looks.

Construction professionals are among those who have furthest to go, and most to gain. Design is a knowledge-based activity, and project managers, contractors and clients, as well as architects and engineers, have always learned from experience and shared their knowledge with immediate colleagues. But the intuitive processes they have traditionally used break down alarmingly quickly as organisations grow; even simply dividing the office over two floors can noticeably reduce communication. At the same time, increasingly sophisticated construction technology and more demanding markets are making effective management of knowledge ever more important. Other knowledge-intensive industries (such as management consultancy, pharmaceuticals, and IT), are well ahead in adopting a more systematic approach to learning and sharing knowledge, and seeing the benefits in improved technical capacity, efficiency, customer satisfaction and reduced risk.

Subjects

Informations

Published by
Published 26 January 2009
Reads 4
EAN13 9781444301410
License: All rights reserved
Language English

Legal information: rental price per page €. This information is given for information only in accordance with current legislation.

Prefacevii Acknowledgementsxi
Part One Foundations
 1 Introduction Paradoxical professionals New context, new issues What is in this book
 2
Knowledge at Work How we learn What makes an expert Varieties of knowledge Putting the pieces together
 3 Strategic Frameworks Starting points Frameworks for thinking Finding conviction
 4
 5
 6
The Challenges of Change Why initiatives fail Difficulty is normal
Leadership and Other Roles Action starts where the buck stops Practical leadership Other roles Knowledge-conscious management
Knowledge Audit and Beyond Finding square one Audit techniques
Contents
1
3 5 9 12
15 15 19 22 27
34 34 35 41
44 44 59
61 61 63 70 78
79 79 83
Contents
iv
From audit to action plan Putting plans into practice
Part Two
 7
 8
 9
10
11
12
13
14
Tools and Techniques
The KnowledgeFriendly Office Environments matter Designing the knowledge-friendly offi ce Workplaces for teams
Expanding Networks It’s not what you know . . . Help from IT Designing networking tools
Learning from Peers See one, do one, teach one Mentoring in different contexts
Learning from Practice Practice: the invisible lab and unsung teacher Windows of opportunity Foresight: learning from invention Hindsight: learning from mistakes – and success Choosing cases
Communities of Practice Encouraging enthusiasts Creating communities
Organisational Memory The indispensability of the written word Deciding what to record, and how Capturing knowledge Documenting knowledge Software frameworks
Personal Knowledge Management Equipment for the mind gym Developing personal expertise Building a bionic memory
Synergies IT-enabled synergies: networking directories, knowledge bases and business systems Creating and sharing knowledge: foresight, hindsight and knowledge bases
89 92
9
5
97 97 99 102
106 106 108 111
119 119 122
128 129 130 131 135 144
146 146 148
151 151 154 156 159 165
176 176 177 179
181
181
184
Multiple synergies: communities of practice, knowledge bases and mentoring
Part Three
15
16
17
18
19
20
21
Knowledge Management in Practice
Introduction to the Case Studies The case studies Recurring patterns
Aedas Starting points MIS 194 Aedas Studio Knowledge audit Emerging knowledge systems Commentary 204
Arup Starting points Projects 207 Future 210 Commentary 211
Broadway Malyan Starting points Business Process Who’s Who Contact database Induction process Commentary 222
Buro Happold Starting points The prototype The final design Assessing the results Commentary 229
Edward Cullinan Architects Starting points Knowledge strategy Commentary 241
Feilden Clegg Bradley Starting points Hindsight reviews
185
187
189 189 190
193 194
197 199 202
206 206
213 213 215 218 219 221
223 224 224 225 228
231 233 235
244 245 246
Contents
v
Contents
vi
22
23
24
25
Yellow Pages Knowledge base Commentary 251
Penoyre & Prasad Starting points The R&D database The knowledge bank Lessons learned Commentary 261
Whitbybird 1: Identifying knowledge systems and assets 2: Selecting a subset for audit 3:Choosingauditmethods4: Designingthequestionnaire 5: Testing and refining the questionnaire 6: Conductingthesurvey 7: Analysingtheresults Commentary 268
WSP Starting points Technical coordinator workshops Commentary 272
Case Studies on Foresight and Hindsight Amicus Group BAA 277 BP/Bovis Global Alliance Buro Happold Lattice Property
Epilogue
26
265 266
266 267
Where Next for Knowledge Management? Web 2.0 The Semantic Web Developments in psychology and the science of human relations 294 Insights from neuroscience
Further ReadingIndex301
248 249
254 255 256 257 260
263 264 265
266
269 269 271
273 275
279 282 284
289
291 292 293
294
296