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1 | Org KM - Brainstorming page | ||||||||||||||||||||||||||
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3 | Hi all. This is a list to brain storm phrases if you aren't sure if they should go on the main list. | ||||||||||||||||||||||||||
4 | So if you don't know where a term is from, what it means, how to define it or related concepts but think it should be discussed, then add it here and we can work through them together. | ||||||||||||||||||||||||||
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7 | unclear definitions seems inconsistent with labelling choices | does this mean parent terms? No, these are the links to other terms. It helps create the graph database. As KM is the central term, any terms that link to it are first order in the graph. | General suggestions: - provide clear definitions for pre-defined values in each category (e.g.: "category") - define what "like terms" column means, how to use it - define how to use "Tech Category" column (if only for "Class" = "Technology" or if for all | ||||||||||||||||||||||||
8 | ID | Term | Category | Definition | Notes | Class | Tech Category | Term source | Like Terms | Formal meaning | Meaning source | Size | Comments from review | ||||||||||||||
9 | 0001 | 7C's model for KM effectiveness | Model | Paul S. Myers 2014 7C’s normative model of knowledge management effectiveness | https://realkm.com/2024/12/26/the-7cs-knowledge-management-km-models-part-1-paul-s-myers-model-of-km-effectiveness/ | 1 | |||||||||||||||||||||
10 | 0002 | 7C's model of knowledge creation | Model | Harri Oinas-Kukkonen’s 2004 7C’s model for organizational knowledge creation and management | https://realkm.com/2025/01/01/the-7cs-knowledge-management-km-models-part-2-harri-oinas-kukkonens-model-for-organizational-knowledge-creation-management/ | 1 | |||||||||||||||||||||
11 | 0003 | Action Level | Organizational Structures | Level in the basic model of knowledge management, referring to the business processes of an organization. Value creation happens by means of applying of knowledge in concrete actions. | Process | Praxishandbuch Wissensmanagement, Graz, 2007 | 1 | ||||||||||||||||||||
12 | 0004 | Activity streams and feeds | Tool | Push notifications to keep users aware of new knowledge. | Technology | Mid Tech | APQC - Delivering Knowledge at the Teachable Moment 2025 | Communication,Strategy | 1 | - could this belong to the technology category? - would "push notifications" cover all types of notifications? eg does it include email notifications? | |||||||||||||||||
13 | 0005 | Adaptive agents | Complexity Theory | Independent entities within a system that learn and adjust their behaviour based on experience and interactions. | https://odi.org/en/publications/exploring-the-science-of-complexity-ideas-and-implications-for-development-and-humanitarian-efforts/ | 1 | |||||||||||||||||||||
14 | 0006 | After Action Review | Method | A debriefing process following an event or activity by those involved with, or interested in, that event and whose purpose is to learn from it. Often used as a ‘hot debrief', an AAR involves describing what was intended to happen, what was actually accomplished, what mistakes were made and how participation in similar events might be improved in the future. | Used in Military, Emergency Services, Government and other environments and industries, especially where exercises are run to improve response capability. | Process | https://knowledge.aidr.org.au/resources/handbook-lessons-management/ | Lessons Management,Tacit Knowledge | 1 | - For "Tech Category", it would be "Low Tech". But not sure if we can use the Tech Category column when the Class is not "Technology" | |||||||||||||||||
15 | 0007 | Agile | Approach | Also known as Agile Software Development. Agile describes a way of working, that was originally defined by the Manifesto for Agile Software Development. Modern software development frameworks encompass the values and principles of this customer-centric, value-driven approach to deliver better, more valuable solutions, ever more efficiently than older ways of working that dominated in the last century. | While The Agile Manifesto was picked up later by both Project Management and Knowledge Management, the actual Agile approaches such as Scrum, Kanban, etc have less immediate re-use. | Process | Mid Tech | https://www.agilebusiness.org/business-agility/what-is-agile.html | Agile | 1 | - Changed class from "Technology" to "Process" - Suggest using "Agile Project Management", not "Agile Software Development" - This does not "belong" to KM. It's a PM methodology that has a strong focus on adaptability and continuous improvement, which is related to KM. But we can't appropriate this for a KM taxonomy - There is some transferability with PM, KM has borrowed some elements from it, how do we define these? | ||||||||||||||||
16 | 0008 | Agile Squads | Organizational Structures | Cross-functional teams that work iteratively to deliver value. | How does agility impact knowledge sharing and KM processes? | Process | Agile | 1 | Is this more suited to "people"? | ||||||||||||||||||
17 | 0009 | AI | Tool | The theory and development of computer systems able to perform tasks normally requiring human intelligence, such as visual perception, speech recognition, decision-making, and translation between languages. | Technology | High Tech | https://www.oed.com/dictionary/artificial-intelligence_n?tl=true | IT,Knowledge Management | 2 | Suggested IT as a parent/like term rather than "knowledge management" or "theory" Changed category to tool, to be consistent with other AI-related terms further down | |||||||||||||||||
18 | 0010 | AI to identify and surface expertise | Tool | AI applications to locate internal experts based on content and activities. | Technology | High Tech | APQC 2025 2025 KM Priorities and Trends Survey Report | AI | 1 | Why have you focused specifically on these 3 applications of AI? No reason just part of the collection from contributors. | |||||||||||||||||
19 | 0011 | AI to recommend content | Tool | AI used to suggest relevant knowledge assets to users. | Technology | High Tech | APQC 2025 2025 KM Priorities and Trends Survey Report | AI | 1 | as above | |||||||||||||||||
20 | 0012 | AI-enabled automation | Tool | Tagging, archiving, and surfacing content using intelligent systems. | Technology | High Tech | APQC - Delivering Knowledge at the Teachable Moment 2025 | AI | 1 | as above | |||||||||||||||||
21 | 0013 | AKI model | Model | David Williams’ 2014 action-knowledge-information (AKI) model (a highly coherent alternative to the DIKW model) | https://realkm.com/2016/01/07/a-model-for-understanding-knowledge-systems/ | DIKW | 1 | ||||||||||||||||||||
22 | 0014 | Anecdote Circles | Method | A group facilitation technique used to surface tacit knowledge through storytelling. | Process | Low Tech | - KM Methods Cards, Patrick Lambe - Anecdote Circles on KS Toolkit | Tacit Knowledge,Communication,Knowledge Transfer, Storytelling | 1 | Can this be mapped to related terms? Can the aim of this technique be captured, eg what is the purpose of this activity? Is a subcategory needed? Suggested parent term "micro-learning" or "storytelling". | |||||||||||||||||
23 | 0015 | Anti-expertise | Behaviour | "Anti-expertise" is a condition that often affects those with considerable expertise and experience. It arises from cognitive heuristics used to develop expertise, which, over time, can calcify into selective blindness. This leads to reaching conclusions before fully understanding the current situation, including satisficing or potentially overlooking key differences and nuances. | Also related to the Expert Blind Spot, Einstellung Effect (Mental Set), the Confidence Trap and various cognitive biases including: over-confidence, anchoring, confirmation and Functional Fixedness. | People | https://www.deltaknowledge.net/2025/04/anti-expertise.html | Tacit Knowledge | 1 | suggested like term - "communication" | |||||||||||||||||
24 | 0016 | Appreciative Inquiry | Method | A strengths-based, collaborative approach to change that focuses on identifying and building upon what is already working well, rather than focusing on problems | Developed to maturity by David Cooperrider of Case Western Reserve University | Process | https://organizingengagement.org/models/appreciative-inquiry/ - Appreciative Inquiry on KS Toolkit | Learning,Positive | 1 | changed to "method" link to KS toolkit added | |||||||||||||||||
25 | 0017 | Apprenticing | Approach | Apprenticeship is a system for training a new generation of practitioners of a trade or profession with on-the-job training and often some accompanying study (classroom work and reading). | Apprenticing and mentoring are seen as key KM tools for the transfer of tacit knowledge from masters and journeymen through demonstration, imitation and correction, supplemented by formal learning of supporting theory and practice. | Process | https://en.wikipedia.org/wiki/Apprenticeship | Learning, Knowledge Transfer, Knowledge Retention | 1 | suggested "knowledge retention" and "knowledge transfer" as like terms | |||||||||||||||||
26 | 0018 | Approach | Category | Knowledge Management | 2 | - not clear what this is. Placeholder? If so, remove | |||||||||||||||||||||
27 | 0019 | Attractors | Complexity Theory | Stable states or patterns towards which a system tends to evolve over time. | https://odi.org/en/publications/exploring-the-science-of-complexity-ideas-and-implications-for-development-and-humanitarian-efforts/ | 1 | |||||||||||||||||||||
28 | 0020 | Autoclassification | Tool | Automatically tagging and categorising content for easier retrieval. | Technology | APQC 2025 2025 KM Priorities and Trends Survey Report | Categorization | 1 | |||||||||||||||||||
29 | 0021 | Average Time to Competency | Metric | Average Time to Competency measures the time taken for a new employee or an employee transitioning to a new role to reach a competent level of performance. | This is a training metric which is added to by Knowledge Managers by not just measuring how quickly training is completed, but how quickly the competency of the employee is expert by the customer. While many training definitions refer to both skills and development, in practice most training departments only measure skill acquisition or courses completed. | Governance | https://kpi.insightworthy.com/average-time-to-competency | KPI | 1 | ||||||||||||||||||
30 | 0022 | BarCamp/Unconference | Method | Participant-driven meetings emphasizing open discussions and presentations. | Process | Stan Garfield - 100 KM Specialties | 1 | ||||||||||||||||||||
31 | 0023 | Before Action Review | Method | A Before Action Review (BAR) is a tool used by teams to assess current knowledge and experience before starting a new project or task. It helps teams create a shared vision of success and improve their collective thinking to achieve better results. | The BAR typically involves answering a set of questions that focus on: 1. Intended results and success measures 2. Anticipated challenges 3. Lessons learned from previous experiences 4. Actions needed to ensure success | Process | https://emergentlearning.org/before-and-after-action-reviews/ | Lessons Management | 1 | ||||||||||||||||||
32 | 0024 | Boosting KM participation or engagement | Approach | Activities and strategies to increase use of KM practices. | People | APQC 2025 2025 KM Priorities and Trends Survey Report | 1 | ||||||||||||||||||||
33 | 0025 | Business Intelligence | Tool | Data analysis technologies and practices used to support business decision-making. | Technology | Knowledge Management: An Integrated Approach. Ashok Jashapara | Categorization,Communication,Analysis,Decision Making | 1 | |||||||||||||||||||
34 | 0026 | Card Sorting | Method | A user experience technique for organizing information into logical groups. | Process | A guide from Donna Spencer and Todd Warfel can be found at Boxes and Arrows (2004) | Mapping | 1 | |||||||||||||||||||
35 | 0027 | Case based reasoning | Method | Case-based reasoning (CBR) is a problem-solving approach that involves using past solutions to similar problems to address new challenges. | It relies on the premise that the more similar two problems are, the more likely their solutions will be analogous. CBR typically involves four steps: retrieving a relevant past case, reusing its solution, revising it to fit the new context, and retaining the new solution for future use. | Process | Working Knowledge, Davenport & Prusak | 1 | |||||||||||||||||||
36 | 0028 | Catalytic Probe | Complexity Theory | Also known as Safe-Fail probes, are key strategies for dealing with a complex system by creating a range of safe-fail experiments or probes that will allow the nature of emergent possibilities to become more visible. | Snowden’s ‘catalytic probe’, is a subtle intervention to test responses and detect or intuit potential patterns. | Process | Low Tech | https://thecynefin.co/safe-fail-probes/?srsltid=AfmBOopSZ9dV7cIJ6zWJufRWh2Y7Cwao8pJWNBRbzu300LkY11kyG2iu | Co-evolution,Agile,Phase space,Edge of Chaos,Emergence,Cynefin | 1 | |||||||||||||||||
37 | 0029 | Center of Excellence | Approach | A team or unit that sets standards and promotes best practices in a domain. | Governance | Knowledge Hub,Wiki | Metric,Knowledge Hub,Lessons Management | 1 | |||||||||||||||||||
38 | 0030 | Central Control | Approach | Who chooses what and when knowledge is delivered to a user or organisation. | Governance | APQC - Delivering Knowledge at the Teachable Moment 2025 | 1 | ||||||||||||||||||||
39 | 0031 | Change Management | Related Discipline | Structured approach to transitioning individuals, teams, and organisations to a desired future state. | Process | KM Methods Cards, Patrick Lambe | 1 | ||||||||||||||||||||
40 | 0032 | Change management | Skillset | Core skill needed to implement and sustain KM initiatives. | Process | APQC 2025 2025 KM Priorities and Trends Survey Report | 1 | ||||||||||||||||||||
41 | 0033 | Chat-bot | Tool | An AI-powered interface that provides automated responses to user queries. | Chatbots use AI and machine learning to respond to employee questions and requests for information. Using chatbots, employees do not need to dig through a CMS, document system, or chat history. They know where to go to get the information they need and can use natural language questions in the process. The chatbot will surface the best information in the knowledge base wherever that information may be located. | Technology | https://www.bmc.com/blogs/introduction-to-knowledge-management/ | query-bot,FAQ | 1 | ||||||||||||||||||
42 | 0034 | Chatbots and personal intelligent assistants | Tool | Automation tools to support users in finding and using knowledge. | Technology | APQC 2025 2025 KM Priorities and Trends Survey Report | Generative AI | 1 | |||||||||||||||||||
43 | 0035 | Checklist | Process Management | Using structured lists to ensure all steps or considerations are addressed. | Process | Stan Garfield - 100 KM Specialties | 1 | ||||||||||||||||||||
44 | 0036 | Chief Knowledge Officer | Knowledge Role | The Chief Knowledge Officer (CKO) is a role individually defined by an organization. It is responsible for the development of processas and the holistic management of knowledge with organizational relevancy. This role can comprise of the following responsibilities: (1) Detection and identification of challenges related to communication and knowledge sharing (2) Development and refinement of the knowledge strategy of the organization (3) representation of the knowledge perspective in the board of management (4) Conception and refinement of knowledge infrastructures (e.g., centres of competence, information systems) (5) Initialization and coordination of all knowledge initiatives within the organization (6) Development and refinement of knowledge management processes | People | Redaktion des D-A-CH WM-Glossars | 1 | ||||||||||||||||||||
45 | 0037 | Co-evolution | Complexity Theory | Mutual and concurrent evolution of agents and their environment within a system. | https://odi.org/en/publications/exploring-the-science-of-complexity-ideas-and-implications-for-development-and-humanitarian-efforts/ | 1 | |||||||||||||||||||||
46 | 0038 | Codification Strategy | Knowledge Sharing Mechanism | Capturing and documenting experiential knowledge for reuse. | Governance | Illustrated Guide to KM, Wissensmanagement Forum 2003 | 1 | ||||||||||||||||||||
47 | 0039 | Cognitive biases | Cognitive Science | Cognitive biases are systematic patterns of deviation from norm or rationality in judgment. They are unconscious and automatic errors in thinking that occur when people attempt to process and interpret information in their environment. | This is particularly important when considering cognitive limitations of knowledge tools and the psycho-social impact of information overload. | People | 1 | ||||||||||||||||||||
48 | 0040 | Cognitive Computing | Emerging Technology | Simulating human thought processes in computerized models. | Stan Garfield - 100 KM Specialties | AI | 1 | ||||||||||||||||||||
49 | 0041 | Cognitive Offloading | Knowledge Risk | Cognitive offloading involves using external tools to reduce the cognitive load on an individual’s working memory. While this can freeup cognitive resources, it may also lead to a decline in cognitive engagement and skilldevelopment. | The pervasive availability of AI tools, which offer quick solutions and ready-made information, can discourage users from engaging in the cognitive processes essentialfor critical thinking. | https://www.mdpi.com/2075-4698/15/1/6 | Tacit Knowledge,AI | 1 | |||||||||||||||||||
50 | 0042 | Cognitive Outsourcing | Knowledge Risk | The act of outsourcing cognitive work to another person, business or machine. Notably, researches commonly use this term in association with the negative effects of Cognitive Offloading. | Mastering delegation to artificial intelligence creative tools: T...: Ingenta Connect | Tacit Knowledge,AI | 1 | ||||||||||||||||||||
51 | 0043 | Collective intelligence | Cognitive Science | Shared or group intelligence (GI) that emerges from the collaboration, collective efforts, and competition of many individuals and appears in consensus decision making. | https://en.wikipedia.org/wiki/Collective_intelligence | 1 | |||||||||||||||||||||
52 | 0044 | Collective Intelligence | Collective Intelligence | Shared intelligence emerging from collaboration and competition among individuals. | Stan Garfield - 100 KM Specialties | 1 | |||||||||||||||||||||
53 | 0045 | Common Good KM | Vision/Aspiration | KM practices that prioritize social responsibility and ethical considerations. | What does Common Good KM look like in practice? | Positive | 1 | ||||||||||||||||||||
54 | 0046 | Common Ground | Communication & Culture | Shared understanding and agreement on key concepts and terms. | How do we build common ground across diverse teams and cultures? | Positive | 1 | ||||||||||||||||||||
55 | 0047 | Communities of Interest (CoIs) | Knowledge Sharing Mechanism | Informal networks of people with shared interests but not necessarily common practice. | Networks | 1 | |||||||||||||||||||||
56 | 0048 | Communities of Practice (CoPs) | Knowledge Sharing Mechanism | Groups that support informal, responsive sharing of expertise. | APQC - Delivering Knowledge at the Teachable Moment 2025 | Learning | 1 | ||||||||||||||||||||
57 | 0049 | Communities of Practice (CoPs) | Knowledge Sharing Mechanism | Groups of people who share a common interest and collaborate to share knowledge. | How can we foster and support CoPs within the organization? | Etienne Wengerʼs book Communities of Practice: Learning, Meaning, and Identity (CUP 1998) | Networks | 1 | |||||||||||||||||||
58 | 0050 | Community and Collaboration Leader | Knowledge Role | Designing and supporting communities of practice, enabling peer collaboration. | Core Competencies for Knowledge Professionals | 1 | |||||||||||||||||||||
59 | 0051 | Competence Mapping | Method | Identifying and visualising the skills and expertise within an organisation. | Process | KM Methods Cards, Patrick Lambe | Mapping,Tacit Knowledge | 1 | |||||||||||||||||||
60 | 0052 | Competitive Intelligence | Research | Gathering and analyzing information about competitors for strategic advantage. | Stan Garfield - 100 KM Specialties | 1 | |||||||||||||||||||||
61 | 0053 | Complex adaptive systems | Complexity Theory | Systems composed of interacting, adaptive agents whose behaviour is dynamic and evolves over time. | https://odi.org/en/publications/exploring-the-science-of-complexity-ideas-and-implications-for-development-and-humanitarian-efforts/ | 1 | |||||||||||||||||||||
62 | 0054 | Complexity Theory | Foundational Concept | An approach that studies how relationships between parts give rise to collective behaviours. Complexity science can enable those thinking about and working on wicked problems to better understand and adapt to the complexities of the real world. | https://odi.org/en/publications/exploring-the-science-of-complexity-ideas-and-implications-for-development-and-humanitarian-efforts/ | Philosophy,Theory,Cynefin,Sensemaking,Knowledge Management | 2 | ||||||||||||||||||||
63 | 0055 | Concept Management | Approach | 1 | |||||||||||||||||||||||
64 | 0056 | Concept Management | Foundational Concept | Systematic handling and evolution of key ideas and themes within a knowledge domain. | 1 | ||||||||||||||||||||||
65 | 0057 | Conservation of resources (COR) | Theory | This theory contributes by framing knowledge as a finite resource that individuals might strive to conserve, manifesting knowledge hiding tendencies. | https://realkm.com/go/conservation-of-resources-theory/ | 1 | |||||||||||||||||||||
66 | 0058 | Contextuality | Complexity Theory | The principle that system behaviour depends on the specific context, meaning solutions are rarely universally applicable. | https://odi.org/en/publications/exploring-the-science-of-complexity-ideas-and-implications-for-development-and-humanitarian-efforts/ | 1 | |||||||||||||||||||||
67 | 0059 | Continuous Improvement | Approach | An ongoing effort to enhance processes, services, or knowledge assets incrementally. | Process | Knowledge Management: An Integrated Approach. Ashok Jashapara | Learning | 1 | |||||||||||||||||||
68 | 0060 | Continuous Improvement | Quality | An ongoing effort to enhance processes, services, or knowledge assets incrementally. | Deming - Out of Crisis | Positive | 1 | ||||||||||||||||||||
69 | 0061 | Continuous learning | Culture | Enabling learning as a continuous process aligned with KM. | Process | APQC 2025 2025 KM Priorities and Trends Survey Report | Learning,Positive | 1 | |||||||||||||||||||
70 | 0062 | Core Competencies | Foundational Concept | Key organisational capabilities formed from collective expertise. | Illustrated Guide to KM, Wissensmanagement Forum 2003 | Learning,Tacit Knowledge | 1 | ||||||||||||||||||||
71 | 0063 | Core Expertise | Foundational Concept | Specialised knowledge critical to an organisation's competitive advantage. | 1 | ||||||||||||||||||||||
72 | 0064 | Core Expertise | Knowledge Domain | Learning | 1 | ||||||||||||||||||||||
73 | 0065 | Critical Decision Method | Method | Interview technique to elicit decision-making strategies from experts. | Process | KM Methods Cards, Patrick Lambe | Positive | 1 | |||||||||||||||||||
74 | 0066 | Critical Decision Method | Model | Interview technique to elicit decision-making strategies from experts. | Process | Gary Klein - Streetlights & Shadows | 1 | ||||||||||||||||||||
75 | 0067 | Critical Knowledge | Foundational Concept | Knowledge essential for delivering outcomes or managing risk. | 1 | ||||||||||||||||||||||
76 | 0068 | Critical Knowledge | Knowledge Domain | 1 | |||||||||||||||||||||||
77 | 0069 | Crowdsourcing | Collective Intelligence | Obtaining input or services from a large group of people, typically via the internet. | Stan Garfield - 100 KM Specialties | Learning | 1 | ||||||||||||||||||||
78 | 0070 | Cultural Archetypes | Culture | Recurring patterns of values and behaviours within an organisation. | Archetype | 1 | |||||||||||||||||||||
79 | 0071 | Cultural Archetypes | Method | Process | KM Methods Cards, Patrick Lambe | 1 | |||||||||||||||||||||
80 | 0072 | Culture | Culture | In its broadest sense, culture can be seen as the totality of the unique spiritual, material, intellectual and emotional aspects that characterize a society or social group. This includes not only art and literature, but also ways of life, basic human rights, value systems, traditions and beliefs, traditions and beliefs. | People | Weltkonferenz über Kulturpolitik. Schlussbericht der von der UNESCO vom 26. Juli bis 6. August 1982 in Mexiko-Stadt veranstalteten internationalen Konferenz. Hrsg. von der Deutschen UNESCO-Kommission. München: K. G. Saur 1983 | 1 | ||||||||||||||||||||
81 | 0073 | Culture and Communication Facilitator | Knowledge Role | Fostering trust, psychological safety, and knowledge sharing behaviours. | Core Competencies for Knowledge Professionals | Culture | 1 | ||||||||||||||||||||
82 | 0074 | Customer Experience Design (CX) | Method | Designing interactions to optimise customer satisfaction and engagement. | Process | Design | 1 | ||||||||||||||||||||
83 | 0075 | Customer Experience Design (CX) | Related Discipline | Designing interactions to optimise customer satisfaction and engagement. | 1 | ||||||||||||||||||||||
84 | 0076 | Customer Intelligence | Research | Collecting and analyzing data about customers to inform business decisions. | Stan Garfield - 100 KM Specialties | 1 | |||||||||||||||||||||
85 | 0077 | Customer Success | Discipline | A related discipline to KM using knowledge to ensure a company's products, services or solutions result in successful outcomes for the client including and beyond the initial sale. | Positive, Customer Support,Knowledge Hub | 1 | |||||||||||||||||||||
86 | 0078 | Customer Success | Related Discipline | Proactive management of customer outcomes to ensure satisfaction and retention. | 1 | ||||||||||||||||||||||
87 | 0079 | Cutting Edge | Innovation or Trend | Being at the forefront of KM practices and technologies. | What are the emerging trends in KM that we should be aware of? | 1 | |||||||||||||||||||||
88 | 0080 | Cynefin | Framework | A sensemaking framework to aid decision-making in different types of contexts. | Mapping,Theory,Knowledge Management | 2 | |||||||||||||||||||||
89 | 0081 | Cynefin | Method | The process of applying the Cynefin framework in strategic decision making | Process | Cognitive Edge | Mapping,Theory | 1 | |||||||||||||||||||
90 | 0082 | Data Lakes | Data Management | Storage repositories holding vast amounts of raw data in native formats. | Stan Garfield - 100 KM Specialties | Storage,Analysis,System | 1 | ||||||||||||||||||||
91 | 0083 | Data Warehouses | Data Management | Central repositories for integrated data from multiple sources. | Stan Garfield - 100 KM Specialties | Storage,Analysis,System | 1 | ||||||||||||||||||||
92 | 0084 | Decision Games | Method | Process | Learning | 1 | |||||||||||||||||||||
93 | 0085 | Decision Games | Decision Making | Simulated scenarios to explore and develop decision-making skills. | Naturalistic Decision Making | 1 | |||||||||||||||||||||
94 | 0086 | Decision Support | System | Tools and processes that help users make informed decisions in complex environments. | 1 | ||||||||||||||||||||||
95 | 0087 | Decision Support | Tool | Technology | Mid Tech | KM Methods Cards, Patrick Lambe | 1 | ||||||||||||||||||||
96 | 0088 | Declarative Knowledge | Knowledge Type | Know-what; factual knowledge about concepts, objects, or events. | Illustrated Guide to KM, Wissensmanagement Forum 2003 | 1 | |||||||||||||||||||||
97 | 0089 | Deep Expertise | Knowledge Type | Specialist, experience based expertise in a particular field or skillset. | Knowledge Management: An Integrated Approach. Ashok Jashapara | Learning,Expertise,Tacit Knowledge | 1 | ||||||||||||||||||||
98 | 0090 | Delays | Complexity Theory | Time lags between actions and their visible effects in a system, which can obscure causal relationships. | https://odi.org/en/publications/exploring-the-science-of-complexity-ideas-and-implications-for-development-and-humanitarian-efforts/ | 1 | |||||||||||||||||||||
99 | 0091 | Design Thinking | Approach | Design thinking is a mindset and approach to problem-solving and innovation anchored around human-centered design. | While it can be traced back centuries—and perhaps even longer—it gained traction in the modern business world after Tim Brown, CEO and president of design company IDEO, published an article about it in the Harvard Business Review. | https://online.hbs.edu/blog/post/what-is-design-thinking | Human-centred design,Design | 1 | |||||||||||||||||||
100 | 0092 | Digital Workplace | Digital Platform | Integrating digital tools and environments to support work activities. | Stan Garfield - 100 KM Specialties | 1 |