Knowledge management checklist, 241, 251,
252–253
Knowledge management (KM): alternative
approaches to, 31–37, 45–48; beliefs that
hinder, 55–59; case studies and examples of,
3–11, 34, 269–330; challenges and dilemmas
of, 3–49; change management and, 241–253,
281–283; checklist to gauge potential success
of, 252–253; codification-access model of,
28–31; decision and process automation ver-
sus,28; engagement and, 231–239; evolution
of, 231–239, 255; fallacy of, 39–49, 57; in
financial service firms, 317–330; flaws of,
27–31, 39–45; formal systems of, 255–=256;
human relationships and, 57–63, 259–261;
implementation of, 241–253; influencing up
and, 19–26, 269–270, 278–279, 282–283;
information sharing versus,40, 42–45; in large
organizations, 103–110, 282–283; learning
leaders’ role in, 189–190; learning network
case example of, 3–11; mapping approach to,
113–120; myths versusrealities of, 256–265;
organizational culture and dilemmas of,
13–17; organizational learning and, 65–78; in
pharmaceutical firm, 309–314; processes for,
51–132; in professional service firms,
291–299; role of human judgment in, 27–28;
social factors in, 256–265; in supply alliances,
79–89; as survival skill, 54–62; value proposi-
tion for, 245–246, 250, 252
Knowledge Management Resource Center, 45
Knowledge mapping. SeeMapping, knowledge
Knowledge sharing and delivery: alternative
approaches to, 31–37, 45–48; barriers to, 103,
104–106, 255–265, 282–283, 292–296,
317–320; case studies and examples of, 3–11,
34, 269–330; CEO leadership of, 161–173;
as choice, 60–61; conditions that support,
60–61; electronic innovations in, 9–10; face-
to-face, 33, 61; fast, 8–10; informal learning
methods of, 93–100; information sharing
versus,40, 42–45; in large multinationals,
103–110; for leadership development and
guidance, 121–132; learning organization and,
65–78; as legacy, 211–218; natural human
inclination for, 59–61, 156; people-centric
techniques of, 235–238, 256; person-to-person,
39–49, 57–63, 255–265; with suppliers,
79–89; trust and, 238, 262–263. See alsoGen-
eralization; Information sharing; Learning,
organizational; Learning headings;Moving
learning and ideas
Knowledge workers: everybody as, 60; influence
of, on upper management, 19–26
Kouzes, J. M., 195
Krivi, G., 314
Kushner, K., 226–227
L
Landauer, S., 317, 330
Langer, E., 191–192
Large organizations: advantages of, 103; barriers
in, 103, 104–106, 282–283, 292–296,
317–320; efficient markets perspective for,103–104; as idea marketplaces, 103–110, 288;
knowledge sharing issues in, 292–293; mecha-
nisms for stimulating entrepreneurial behavior
in, 289–290; personal commitment to devel-
opment process in, 306–307
Law firms, knowledge management in, 30
Layoffs, 152–153
Leaders, 133–208; authenticity in, 147–159;
beliefs of best, 155–158, 197–200; as culture
carriers, 139, 281, 286–287, 290; as idea
brokers, 107, 110; in idea marketplace organi-
zations, 107, 109–110; ideas and practices of
best, 197–206; with knowing-learning mas-
tery, 187–188, 189–190; knowledge and
attributes for successful, 135–144; knowledge
legacy of, 211–218; as learning and knowledge
leaders, 161–173, 175–183, 185–193; manipu-
lative, 154–155; new requirements for,
135–137; self-improvement of, 140; support
systems for, 124–132, 301–307. See alsoChief
executive officers; Upper management
Leadership: and access to ideas, 281–290; authen-
tic, 147–159; effective, 133–208; importance
of, 151, 154; of knowledge management
change initiatives, 243–244, 252; of learning
organizations, 76–77, 175–183, 185–193,
327–328; little ideas for, 195–206; reexamin-
ing, 147–159
Leadership behavior guidance system, 124–132;
actionable suggestions in, 129; characteristics
of, 125; computer-based versusprint-based,
126, 128, 130; fast access in, 127–128; infor-
mation presentation in, 129–130; just-in-time
information in, 125–127; specificity in, 128,
129; updatability of, 130–131
Leadership development, 121–132; application
challenge of, 122; books on, 124, 126; chief
executive officers and, 168–169, 173; coach-
ing for, 123, 166, 323–324; commitment to,
198; effectiveness of, 123; expenditures on,
137; in financial service firms, 317–330; ideas
and practices for, in great companies,
195–206; importance of follow-up in,
123–124, 131–132; integrated support system
for, 301–307; internal research on, 326–329;
ongoing guidance and support system for,
124–132; planning, 126–127; practice in,
123–124; trends in, 136, 137
Leadership feedback instrument automation, 32
Leadership Principles, Goldman Sachs, 326–329
Leadership Research Institute, 145
Leadership Shock.and How to Triumph over It, 149
Leadership Supply System, 305–307
Leadership support system, integrated (ILSS),
301–309
Leading, 185–193
Learnativity Alliance, 101
Learner-leaders (L2s), 175–183
Learning, individual: action and, 185–193,
258–259; in business agenda, 164–165; of
chief executive officers, 161–173, 339–341;
choice in, 68–69; consequence in, 69; contin-
uing, 217–218; correction in, 70; cycles of,
67–70, 186–190; doing and, 185–193; as354 INDEX37 972185 Index.qxd 1/13/04 2:11 PM Page 354