Which comes first, learning or knowledge? Steven Wieneke, Wieneke & Wieneke, Inc., 2010 KM Symposium, Chicago, June 7th.

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Which comes first, learning or knowledge? …Unlike the chicken-egg circular cause and effect, learning ensures knowledge, but knowledge does not necessarily ensure learning. There must be a learning aptitude and mechanism for existing knowledge to be adopted or internalized by any of us. If the knowledge does not exist, the same learning aptitude can discover new knowledge through experimentation and even accidental incidents… [The first question suggests another question.] …Does managing learning in an enterprise come before managing knowledge? …If learning is beneficial for us, then learning should be beneficial for an enterprise. Like people, an enterprise needs a learning aptitude (culture) and learning mechanism (visible learning process). Even if employees are individually learning, the enterprise may not, resulting in rework, remediation, rediscovery, reinvention and customer dissatisfaction…

Success in any Economy, Steven Wieneke, Wieneke & Wieneke Inc., 2009 Read Article 

Is there any economy where an enterprise would NOT need to know...The issue is not the economy. The issue is what the enterprise collectively needs to know, actually knows and effectively applies...

Are Lessons Really Learned?, Steven Wieneke, Midwest KM Community, 2009 Read Article

One Way to Remember to Apply What is Known, Steven Wieneke, Midwest KM Community, 2009 Read Article

All Organizations are Knowledge-based, Steven Wieneke, Midwest KM Community, 2009 Read Article

Understanding our Hidden Diversity, Steven Wieneke, Midwest KM Community, 2009 Read Article

The Knowledge Management Domain, a Knowledge Management approach to Knowledge Management, Steven Wieneke and Karla Phlypo, General Motors Corporation, October 2003. Read Paper

Abstract: In search of the ingredients to sustain a knowledge-based, learning organization, two General Motors Knowledge Management practitioners use knowledge management techniques to define the domain of knowledge management. This paper asserts that the Knowledge Management Domain is made up of at least 8 disciplines comprised of up to 50 specialties or dimensions. Each specialty or dimension has 2 thresholds, one for initiation and the another for sustainability. Between and on either side of the thresholds is a spectrum of metrics which measure the maturity of each specialty/dimension. The Domain and the spectra can be used to appraise the initiation readiness or the sustainability of a knowledge-based, learning organization. Additionally, the Domain and spectra can be used to create tactical and strategic KM initiatives. The authors have defined up to 7 core competencies for each specialty or dimension.

Changing Gears - GM Case Study, Jerry Ash, Inside Knowledge, 25MY07, Vol 10 Issue 8. Read article.

"There’s lots of knowledge work going on at General Motors (GM) these days..."

Tackling a unified KM framework, Michael Stankosky, KM World, 01JA04. Read article.

Nothing like it had been tried before. More than 40 people (a who's who in KM) gathered recently to discuss the daunting goal of trying to establish a global, unified framework for KM.