Overcapacity, 151
Overcommitment, CEO, 172
P
Palmisano, S., 85
Paper, piles of, 287
Parker, J., 187
Participation, 157; in knowledge management
change initiatives, 246, 252
Particular versusuniversal knowledge, 13, 14
Partnerships, innovation, 224–225
Passion: in communication from leader, 200–202;
engagement and, 231, 239; as leadership
requirement, 138, 141; for learning, 192;
legacy-leaving and, 215–216
Past, letting go of, 23–24, 143–144, 172, 258–259
Past knowing, 192
Paulson, H., 109
Peer learning, leader, 166–167, 326, 328
Pentium III chip, 121
People: for adding texture to data, 6; as assets, 114,
136, 142, 152, 211, 255–256; best ideas for
leading, 156–158; CEO’s agenda for, 170;
connecting, with other people, 34; deploy-
ment of, 142; human judgment element of,
27–28; knowledge creation by, 57–63;
knowledge management shift to, 231–232,
234–239, 255–256; knowledge sharing
through, 39–49, 59–62, 255–265; out-of-date
beliefs about, 55, 59
PeopleSoft, 99, 101
Performance appraisal systems: CEO involvement
in, 170; traditional, 152, 153
Performance Leaders system, 32, 37
Performance objectives, 238–239
Performing art, leading as a, 185–193
Person-to-person interaction: for knowledge cre-
ation and sharing, 57–63, 259–265, 287–288,
294–295, 296–298; for moving ideas, 39–49;
strategies for, 45–48. See alsoFace-to-face
interaction
Personal growth, job design for, 156
Personalization of learning, 10
Perspectives: changing, 98; integration of, 192;
openness to, 191–192
Persuasion, 226–228
Petroleum, 61, 115
Pettinger, J., 65, 76
Pfeffer, J., 122
Pfizer, 34, 35
Pharmaceutical industry: knowledge management
in, 261, 309–314; needs of, 309–310
Physical engagement, 191
Pilots, of knowledge management initiatives,
247–248
Pine Street Group, 109, 321–330
Play (consulting firm), 99
Point-of-sale knowledge, 9
Policies, in category framework, 117
Politics, organizational, 296
Pollock, R.V.H., 121, 132
Portfolio management research tool, 313–314
Portfolio theory, 305–306Position, knowledge versus,182–183
Positive deviants, CEO learning from, 167
Positive difference, making a, 23
Posner, B. Z., 195
Postmortem reports, 98, 258
Poulet, R., 107
Powell, J. L., 231, 240
Power, 228; fear of losing, 261–262, 294
Powerpath system, 35
PowerPoint documents, 233–234
Practice, in leadership development, 123–124
Praise, authentic versusmanipulative,
151–152
Prediction capability, 138
Predictive modeling, 3, 5
Premature cognitive commitment, 192
Presentation, Web page, 129–130
Price determination, for ideas, 105–106
PricewaterhouseCoopers, 42
Pride: desire for, 158; reciprocity and, 204–205
Prince, The(Machiavelli), 228
Priorities, knowledge management change
initiatives and, 248, 253
Problem framing, 29
Problem solving by analogy, 29, 34
Process management, folding knowledge
management into, 34–35
Processes, in category framework, 117
Procter & Gamble (P&G), 78, 83
Productivity lab, 98
Professional service firms, knowledge management
in, 291–299
Project-based business, capturing work products
in, 232
Project meetings, 164–165
Prusak, L., 238, 295
Psychotherapists, 222–223, 226
Q
Quality control, 41–42
Quality control circles, 73
Quality movement, 44, 140
Question asking: of consulting clients, 226; of
experts, 238, 275; in learn-by-doing assign-
ments, 177–178; learning and, 69, 191
R
Randomness, organized, 287–288
Rank, knowledge versus,182–183
Readiness, learning network, 10–11
Reading, CEO, 167
Real-time information and learning, 5
Real-time inventory control, 3
Recession, 137
Reciprocity, 203–205
Recognition. SeeRewards and recognition
Recruiting: CEO’s role in, 170; executive role in,
138–139, 170; knowledge management in,
291–299
Reflection: for CEO learning, 163; for know-
ledge creation, 62; nurturing informal
learning through, 97–98; providing forums
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