Top-down versusbottom-up knowledge, 13, 16
Total quality management (TQM), 140
Toyota, 73
Toys “R” Us, 82, 84
Tracking, of informal learning, 99–100
Tracking capacity, 277
TRADOC (Training and Doctrine Command),
271
Training, as component of knowledge management
system implementation, 249–250, 251, 253
Training sessions, 178–179
Transactions cost economists, 336–337
Transactive memory system, 277–278, 279
Trends. SeeChange and trends
Triggers, for knowledge mapping, 118
Trompenaars, F., 13, 17
Trust: authentic leadership and, 154–155, 156,
197–200; belief systems and, 197–200; of
clients, 227; communication and, 328; com-
ponents of, 106; credit for ideas and, 105;
elements of, in consulting relationships,
227–228; giving, 156; in idea marketplace,
105, 106; knowledge sharing and, 238,
262–263, 292–293, 296–298; relationships
and, 108, 262–263
TurboTax, 32, 34–35
Turing, A., 317, 330, 333–334
Turing Test, 32, 333–334
Turnkey outsourcing, 79, 88. See alsoOutsourcing;
Supply relationship management
Turnover, executives’ role in preventing,
138–139, 140
U
Ulrich, D., 65, 77, 78
Uncertainty, 141–142, 261–262
Understanding stage of learning, 188, 189
Unilever, 72, 107, 111
Uniqueness, individual, 193
Unisys, 260
United Nations Development Programme
(UNDP), 98
U.S. Air Force, 301–303
U.S. Army, after-action reviews of, 271–273, 279
U.S. Department of Defense (DoD), 10
U.S. military, futures group study, 2000, 54
Universal versusparticular knowledge, 13, 14
University of Michigan, 77
University of Virginia, Darden School of Business,
101, 193–194
Upper management: influencing, guidelines for,
20–26; influencing, importance of, 269–270,
278–279; influencing, resistance to, 282–283;
knowledge workers’ influence on, 19–20; real-
istic view of, 22–23; treating, with courtesy,- See alsoChief executive officers; Leaders
UPS, 196
User groups, 221
V
Vail, P., 185, 190–191, 192
Valuation, of ideas, 105–106
Value proposition for knowledge management,
245–246, 250, 252
Values: behaviors and, 193; of best leaders,
197–200; in category framework, 117; as
common ground, 156; espoused versusactions,
151–153, 155; executive integrity and,
137–138; in leadership guidance system, 128;
spiritual engagement and, 192–193; Western,
13, 14–16, 16–17
Vantage Partners, 89
Virgin Airlines, 187
Virtual events, for employee dialogue, 36
Vision: in category framework, 116; communication
of, 141; as leadership requirement, 138, 141
W
Wal-Mart, 84; leadership of, 201–202; learning-
authoring dimension at, 7–8; learning network
of, 3–11; Procter & Gamble integration with,
83; special sale of, 3–4
Walking the hallways, 168
Walking the talk, 163
Wall Street firm, leadership development in,
317–330
Wall Street Journal,39, 44, 200
Walton, S., 201
Warner-Lambert, 34
WD-40 Company, 94
Web pages, information presentation on, 129–130
Wegner, D., 277
Weinstein, A., 312–313
Welch, J., 44, 105, 282–283
Wenger, E., 236
Western culture and values, 13, 14–16; explicit
knowledge in, 56–57
Wharton, 15, 106
“What if” questions, 69
Wheatley, M. J., 53, 63
Whining, 24
White space, 130
Whiteboards, for informal learning, 96
Wick, C. W., 121, 132
Wilkins, B., 97
Williamson, O., 336–337
Winning: making a difference versus,23; need for,
172
Work, redefinition of, 113
Work flow, knowledge management as interrup-
tion of, 29
Workforce demographics, 235
WorkOut, 282–283
World Bank, 288
World Wide Web, 53–54
WorldCom, 22
WorldJam, 36
X
Xerox, 73, 284
Xerox PARC, 93, 288
Y
Yellow pages, company, 237–238
Z
Zafirovski, M., 108
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