Stage 1: Planning
Given that lessons are technically buried in anything that a business or other type of organization does, where does one start? That management dilemma of deciding how to apportion actual work and learning to work is never resolved, but the hit list of nominations for the latter can at least be trimmed by an intelligent selection of priorities.
The first step is to decide where in an organization its knowledge lies. I call this ferreting exercise the Knowledge Chart, which in essence is an institution’s informal ranking in importance of occupational positions. This approach is comparable with the conventional methodology known as knowledge mapping with one important difference. Traditional knowledge mapping’s objective is to ...
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