Knowledge Management Fundamentals Self-paced training, $1,195 Delivery available via CD-ROM or the Internet

Overview

This knowledge management training course is the most comprehensive of all courses currently available on this subject. It presents an opportunity to discover what factors make up a learning organization, how to assess whether your organization has them, how to train leaders to support them, and how to create them if they're missing. You will learn to identify resources, build relationships, assess your organization's support for self-directed learning and manage and assist other self-directed learners and teams. Find out how to create a performance-consulting department to replace your training department and how to prepare your organization for the new age of performance consulting.

While most organizations evaluate participants' reactions to training, they rarely measure the effect of that training on job performance behaviors and organizational objectives. Forward-looking organizations are actually linking training and assessment to strategic objectives.

What you'll learn:

• Knowledge management process
• Measuring human knowledge capital
• Common barriers to knowledge creation and knowledge sharing
• The TRUE approach for leading teams to success
• Knowledge Activism

Who Should Participate?

Support center directors, managers, supervisors, and team leaders in addition to all staff directly involved in and responsible for the knowledge management process.

Online Agenda

1. The Art of Knowledge Management

• The New Era of Knowledge Management
  • Knowledge management process
  • Examine "data," "information," and "knowledge" with examples
  • Myths of implementing a knowledge management process
  • Potential overall strategies
• Empowering Knowledge Creation
  • Empowering knowledge creation
  • Effective knowledge vision
  • Principles of a supportive context for knowledge creation
  • Supporting conversations
• Creating Knowledge
  • Value of creating knowledge
  • Internal sources of knowledge
  • External knowledge
  • Determine if knowledge has been successfully created
• Overcoming Barriers to Knowledge Creation
  • Overcoming barriers to knowledge creation
  • Two types of barriers to knowledge creation
  • Overcoming personal barriers to knowledge creation
  • Overcoming organizational barriers to knowledge creation in a business setting

2. Knowledge as Capital

• Human Knowledge as Capital
  • Understanding human knowledge capital
  • Human knowledge capital and levels of organizational value
  • VITALS -- a set of indicators for measuring human knowledge capital
  • Strategies for effectively managing human knowledge capital
• Structural Knowledge as Capital
  • Leveraging the structural knowledge capital in an organization
  • Structural knowledge capital
  • Measuring the value of structural knowledge capital
  • Managing the human side of structural knowledge capital
• Relationship Knowledge as Capital
  • Relationship knowledge capital within an organization
  • Categories of relationship knowledge capital
  • Measuring the value of relationship knowledge capital
  • Effective strategies for managing relationship knowledge capital

3. Putting Knowledge to Work

• Locating and Capturing Knowledge
  • Locating and capturing the knowledge in your organization
  • Collecting knowledge within an organization
  • Making tacit knowledge explicit
  • Cataloging knowledge in a business setting
  • Maintaining knowledge repositories
• About Knowledge Sharing
  • How to share knowledge
  • Criteria to review before sharing knowledge
  • Determining if the criteria for knowledge sharing have been successfully reviewed
  • Methods of knowledge sharing
  • Determining the best method for knowledge sharing
  • Common barriers to knowledge sharing in a business setting
• Just Share It
  • Importance of sharing knowledge
  • Knowledge-transfer systems
  • Knowledge-sharing tools
  • Determining the best approach for knowledge sharing
  • Measuring usage of a knowledge-management system
• Leveraging Knowledge to Success
  • Leveraging knowledge
  • Successfully leveraging shared knowledge
  • Successfully expanding shared knowledge
  • ROI in knowledge management

4. Managing Knowledge Workers

• An Environment for Knowledge Workers
  • Creating a supportive environment for knowledge workers
  • Workplace attributes that most appeal to knowledge workers
  • Creating a supportive environment for knowledge workers
  • Determining if knowledge workers have a supportive environment
• A Culture for Knowledge
  • Creating a culture that supports knowledge workers
  • Shifting the company culture to be more supportive
  • Empowering knowledge workers to make decisions
  • Determining if knowledge workers have successfully been empowered to make decisions
• Managing Teams of Knowledge Workers
  • Effectively managing teams
  • Behaviors that can undermine a team
  • The TRUE approach for leading teams to success
  • Determining if managers successfully use the TRUE approach with their team

5. Being a Knowledge Activist

• Knowledge Activists
  • Benefits of being a knowledge activist
  • Reasons for becoming a knowledge activist
  • Characteristics of knowledge activists
  • Knowledge activist roles and examples of those roles
• Becoming a Knowledge Activist
  • The value of becoming a knowledge activist
  • Methods of interacting with examples of those methods
  • Techniques for effective communication
  • demonstrate the roles of instigator, facilitator, and evangelist in a given scenario
• Ready, Set, Know
  • Benefits of carrying out knowledge management projects
  • Focusing knowledge projects
  • Determining if knowledge activists have successfully focused their knowledge projects
  • The steps for planning knowledge projects
  • Determine if knowledge workers have successfully planned their knowledge projects
  • Implementing knowledge projects with descriptions of those steps
  • Determining if knowledge workers have successfully implemented their knowledge projects

6. Knowledge as Strategy: Performance Improvement

• Continuous Learning
  • Continuous learning for the 21st century organization
  • Changes in organizational structure and management resulting from focusing on performance improvement
  • Trends in performance support for the 21st century
  • Management and human resource practices that support treating employees as assets
• Learning in the Corporate Culture
  • The corporate environment for learning that leads to performance improvement
  • The elements of corporate culture crucial for performance improvement
  • Leadership traits and skills that support performance improvement through continuous learning
  • Assess whether an organization has a learning culture
• Taking Charge of Your Own Learning
  • Self-directed learning
  • Definitions of self-directed learning
  • Advantages of self-directed learning for the 21st century organization
  • Relationships among learning styles, personality traits, and self-directed learning
  • Identifying the roles trainers can play in self-directed learning
• Knowledge Management for Competitive Advantage
  • Relationship between knowledge management and performance improvement
  • Components of knowledge management
  • Processes of knowledge management
  • The roles needed for successful knowledge management
  • Critical success factors for creating a knowledge management system

7. The Power of the Learning Organization

• The Learning Organization Defined
  • The importance of the learning organization for performance improvement
  • Characteristics of a learning organization
  • Six basic processes of a learning organization
  • Characteristics that learning organizations share with Total Quality Management (TQM) and knowledge management
• Creating the Learning Organization
  • Corporate culture, structures, and measurement of learning for the success of a learning organization
  • Factors that indicate the corporate culture is supportive of continuous learning
  • Processes for creating a learning organization
  • Matching employee learning needs with appropriate learning designs
  • Processes for measuring learning at Kirkpatrick's Level 4, or ROI
• Providing Technological Resources
  • Learning and performance-support technologies for the learning organization
  • Use of learning technology
  • Applications for electronic performance-support systems
  • Emerging technology terms and learning concepts
• Leaders for Learning
  • Management for a learning organization
  • Roles and skills needed for a learning organization
  • Appropriate learning situations for coaching
  • Relationship between mentoring and the learning organization
  • Employees as knowledge assets

8. The Potential of Self-directed Learning (SDL)

• Self-directed Learning for Performance Improvement
  • Becoming a self-directed learner
  • Components of self-directed learning in the workplace
  • Specific competencies will be needed in the 21st century
  • Factors to consider when deciding to use SDL
• Building Your Own Self-directed Learning Plan
  • Skills, resources, and relationships that benefit self-directed learners
  • Skills and knowledge required of workers in the 21st century
  • Effective component of a learning plan
  • Appropriate relationships for particular learning needs
• Using Self-directed Teams
  • Benefits of using self-directed teams
  • Self-directed and other types of teams
  • Reasons for using self-directed teams
  • Creating and managing self-directed teams
• Creating Self-directed Learning Materials
  • How to develop self-directed learning packages
  • Crucial questions for determining how to develop SDL materials
  • developing effective self-directed learning content
  • Matching learning situations with appropriate delivery methods

9. Implementing and Evaluating Self-directed Learning

• Preparing for Implementation
  • Laying the groundwork before implementing self-directed learning
  • Basic characteristics of SDL
  • Laying the groundwork for implementing an SDL plan
  • Preparing learners for self-directed learning
• Implementing Self-directed Learning
  • Selecting a distribution plan for self-directed learning
  • Distributed, learning center, and Web-based implementation designs
  • Costs associated with the different types of implementation
  • Successful management of the implementation process
• Evaluating and Improving Self-directed Learning
  • Evaluating the SDL program
  • Evaluation factors for SDL and ways to measure them
  • Components of good learner assessments
  • Common SDL problems
• Learning and the Training Profession
  • Benefits gained by using new learning designs and methods
  • Changes in the training profession
  • Skills and roles of the trainer in the new millennium
  • Five phases of development from training through knowledge management

10. Performance Support

• Performance Support Basics
  • Performance-support approach to performance improvement
  • Performance consulting and tasks to be performed
  • Business-unit needs
  • Analyzing components of the performance-improvement model
• Analyzing Business, Performance, and Workplace Needs
  • Benefits of a complete performance analysis
  • Linking business goals and needs to performance
  • The performance-analysis process
  • Analyzing workplace factors
• Interventions and Implementation
  • Intervention analysis and implementation for the performance-improvement process
  • Creating performance-improvement strategies
  • Performance-management guide and further analysis in a given situation
  • Performance-consulting process
• Preparing for Performance Consulting
  • Creating a performance-support department
  • Training-related structures and processes that facilitate performance support
  • Elements of a traditional training department and a performance-improvement department
  • Identifying when the performance-consulting process may be in trouble

11. Benchmarking for Best Practices

• The Need for Benchmarking
  • Benchmarking for organizational learning
  • Three key elements of benchmarking
  • Primary reasons for benchmarking
  • Three organizational aspects that can be benchmarked with illustrations
  • Categories of benchmarking for given situations
• Data-gathering and Analysis
  • Data-gathering and gap analysis of the benchmarking process
  • Data-gathering method for specific situations
  • Determining a performance gap
  • Two types of performance goals
• Taking Action
  • An action plan and an organized implementation and monitoring process for benchmarking success
  • Key elements of a benchmarking action plan
  • Plan implementation in four different situations
  • Monitoring and benchmarking improvement
  • Distinguishing among benchmarking, business simplification, and time compression

12. Training for Business Results

• How to Get to Measurement
  • Benefits of a functional relationship among training, measurement, and business needs
  • Successfully defining the business need
  • Measuring performance gaps
  • Maximizing the environment for measurement.
• Measuring Behavior Change
  • Kirkpatrick's model for measuring behavior change resulting from training
  • Four levels of the Kirkpatrick model
  • Measurement methods used in Level 3 evaluations
  • Pre-assessment methods
  • Post assessment tools

13. TestPrep Final Exam: Knowledge Management Fundamentals

• The Art of Knowledge Management
• Knowledge as Capital
• Putting Knowledge to Work
• Managing Knowledge Workers
• Being a Knowledge Activist

Registration Fee and What's Included
The per student registration fee for this seminar is $1,195. Delivered via CD-ROM or the Internet.

To register for this training seminar, click on the "Book Now" button or please call (708) 246-0320

Class Schedule

Knowledge Management Fundamentals

Self Study

Click here to learn about , dates & locations

Payment is due prior to the seminar.  If payment is not received, a credit card hold will be required for participation.

Cancellation Policy.  Registrants may cancel up to fourteen days in advance of the seminar start date for a full refund, less administrative fees of $300.  Or, you may transfer your registration to another member of your company at no additional charge.  Registrants canceling within fourteen days of the seminar will receive training credit, less administrative fees of $300 toward any other Resource Center seminar.

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