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Welcome to my new blog, . At first glance, it may seem that this is simply a move (from Blogspot to my own domain) and redesign (from to ) of my blog . However, about the only thing I’ve really held over is the name (which I’ve always been fond of).

I’ve been contemplating moving onto my own domain for some time, but couldn’t really justify it to myself in the state the blog was in. The biggest problem was a lack of focus or direction – though ostensibly about knowledge management and organizational behavior, the blog wandered far and wide. Over the past several months, while involved in blogging on other topics (most notably ), I’ve given quite a bit of thought to what it is I’m really interested in, and what I’d really like to write about here. I’ve realized that what I’ve always been interested in is buy viagra canada online pharmacy and the buy viagra canada online pharmacy, understanding how some people and organizations achieve this heightened level of achievement and, more importantly, how every one and every organization can achieve it.

Even my involvement in knowledge management derives from this interest in mastery. In fact, my understanding of what this blog should be about came from notes and mind maps I’ve been working on for a post / paper entitled buy viagra canada online pharmacy. Hopefully, I’ll have pieces of that ready to post soon.

Though I will focus on the topic of mastery, I am also looking forward blogging more about my original and recently new home town of St. Louis, MO. This is a great town with great people, and I hope to be able to spread the good word about about we have to offer here.

I love figuring out how things work. In fact, I started blogging mainly because I was interested in the technologies and processes behind it. Not the least part of this was gaining a better understanding of HTML and Style Sheets. I’ve not really done much on that front since I set up this template here, but a recent article at has got me going again.

Recently I deleted every post I had on this blog. Why? Because I learned that everything I knew about writing mark-up for my blog was wrong. Not really wrong, actually, but just uninformed.

Scott’s focus is on , but I think the basics apply across the board. I share his interest in minimalism in blog design, and expect his advice will come in handy as I work on this blog template in the near future.

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I’ve written before about my ambivalence toward “best practices,” at least how many people define them: one-size-fits-all checklists of things that worked for some successful team in the past that should be used by anyone that is doing anything remotely similar. In other words, tacit knowledge made explicit with no accounting for the context or knowledge of the people/team expected to use the practice.

On the , I am currently reading . I’m about 2/3 of the way through, and am still digesting most of it (I have the feeling I’m going to need to read it again to truly appreciate it!), but the following quote (on page 64) from ‘‘ by buy viagra canada online pharmacy (published 1996 in ) caught my eye:

A routine is an executable buy viagra canada online pharmacy for repeated performance in some buy viagra canada online pharmacy that [has] been buy viagra canada online pharmacy by an organization in response to buy viagra canada online pharmacy.

Replace “routine” with “best practice” and this becomes a description of best-practice that I can live with.

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One of my earliest posts (Jun 12, 2003) was (included in its entirety below for ease of reference). Looking at it again nearly 2 1/2 years later I still think the main idea is valid, though I have one update.

Specifically, I think that the buy viagra canada online pharmacy aspect of KM relates more directly to the behavior of individuals within an organization (the buy viagra canada online pharmacy of the organization) and how they connect (or don’t) to each other. In otherwords, Personal Knowledge Management. Because the main function of IT in KM is to provide these connections, I believe it falls under this aspect as well.

- – — — —– ——– ————- ———————

When we talk about brains, we talk about buy viagra canada online pharmacy as dealing with the buy viagra canada online pharmacy and buy viagra canada online pharmacy as dealing with the buy viagra canada online pharmacy of the brain. Many KM practitioners recognize, indeed advocate, the distinction of two perspectives on KM: buy viagra canada online pharmacy and buy viagra canada online pharmacy. Together they make up a buy viagra canada online pharmacy perspective. You can’t really look at one without the other. You can’t really buy viagra canada online pharmacy without both. As I’m sure you’ve deduced, I’m leading to an analogy:

Neuroscience <==> Object / Technology Perspective
Psych <==> Process Perspective

In other words, buy viagra canada online pharmacy.
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I used to think that I kind of understood RSS, and could even explain it to people. By the end of the first morning at BlawgThink a couple of weeks ago I realized that I didn’t know nearly as much as I thought I did, and understood even less.

talks about teaching RSS, and points elsewhere, in :

Marshall Kirkpatrick gives us a very nice discussion of what he does when teaching RSS to people.

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Dave Pollard’s list of is worth taking a look at. I’ll definitely be checking at least some of them out.

What really struck me about his review, though, was the summary at the end of the post (emphasis is mine):

In general, it was another disappointing year for books about business. The lack of imagination and courage among book publishers seems to be endemic, and the approach seems almost formulaic — give us a big name cult-of-leadership CEO and let’s bask in his wisdom, or give us a book about some intriguing new management theory, but make sure it sounds like it’s been thoroughly tested out in the real world by dropping the names of familiar Fortune 500 companies who allegedly have deployed this theory — even if they really haven’t. When will publishers, and business book buyers, realize that buy viagra canada online pharmacy? We should read books to getbuy viagra canada online pharmacy, and then draw upon our courage and the wisdom of crowds — our employees and customers especially — to decide which ideas to pursue, experiment with them, and then decide how to implement them in the unique context of our own organizations.

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and presented a session at about how knowledge management and collaboration affect productivity and process, which I like to look at as buy viagra canada online pharmacyand buy viagra canada online pharmacy. (Now you know why the phrase appeals to me so much.)

attendee has also written a bit about process, etc in several posts: and are two that have caught my eye in recent days.

In the old days of the Industrial Age the relationship between efficiency and effectiveness was, for the most part, a linear one: the more efficient you were, the more effective (productive) you were. Even in the information age there are some activities which are, in essence, information assembly lines in which this relationship holds.

True knowledge work (whatever that is), however, seems to me to have an inverse relationship between efficiency and effectiveness. In other words, the more efficient a process the less room there is for the “waste” that is necessary to support innovation.

I don’t believe this is a straight linear relationship, though, nor is it likely a purely exponential relationship. Somewhere along the line, there is a spike that shows the optimum amount of efficiency to achieve maximum effectiveness in a given knowledge acitivity. (Note that, unlike an assembly line situation where most situations are very similar, true knowledge activities are almost always unique.)

Of course, this all goes back to what exactly we mean by knowledge work. There, I think more than anywhere, the definition of “productivity” and “effectiveness” is truly in the eye of the beholder.

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