Introduction | p. xv |
When Boomer Brains Walk | p. 1 |
Impending Retirements Raise Tough Questions | p. 2 |
Why Act Now? | p. 4 |
Taking Time to Transfer Knowledge | p. 5 |
Seeing Opportunity in a Slumping Economy | p. 6 |
Why Should Organizations Transfer Knowledge? | p. 7 |
Playing the Numbers Game | p. 8 |
When Will They Retire? | p. 9 |
There Is No Crystal Ball | p. 12 |
Taking the First Step | p. 13 |
Defining the Generations | p. 15 |
Who Are the Boomers? | p. 18 |
Boomer Characteristics | p. 19 |
Boomer Cross-Generational Dynamics | p. 21 |
How Boomers Learn Best | p. 24 |
Small and Mighty: Generation X | p. 25 |
Generation X Characteristics | p. 27 |
Gen X Cross-Generational Dynamics | p. 28 |
How They Learn Best | p. 29 |
Pushing the Envelope: Generation Y | p. 30 |
Gen Y Characteristics | p. 31 |
Gen Y Cross-Generational Dynamics | p. 32 |
How They Learn Best | p. 34 |
What Do All Three Generations Have in Common? | p. 35 |
How Can Understanding Generational Differences Help Knowledge Transfer? | p. 37 |
Remember the Recipient | p. 38 |
Knowledge in the Workplace | p. 41 |
Data-Diamonds in the Rough | p. 42 |
Information-Give Data Some Shape | p. 43 |
Knowledge-Transforming Data and Information | p. 44 |
Explicit Knowledge-It's on the Shelf | p. 46 |
Implicit Knowledge-It's Still in Your Head | p. 47 |
Tacit Knowledge-Too Deep to Articulate? | p. 48 |
The Debate over Tacit Knowledge | p. 50 |
Other Types of Knowledge | p. 53 |
Declarative and Procedural Knowledge | p. 53 |
Political Knowledge | p. 55 |
Cultural Knowledge | p. 55 |
Knowledge Within Your Organization | p. 56 |
Where Does Knowledge Management Fit? | p. 58 |
Looking Back, Looking Forward | p. 58 |
"There Has to Be a Need" | p. 63 |
Barriers to Knowledge Transferàand Solutions | p. 65 |
Culture and Attitudes | p. 66 |
Going Forward | p. 67 |
Trouble on the Horizon as Boomers Step Away | p. 69 |
The Pain Behind the Numbers | p. 70 |
Oil and Gas-Boom or Bust | p. 71 |
Utilities-A Perfect Storm | p. 74 |
Manufacturing-Partly Cloudy Weather Ahead | p. 79 |
The Future in Focus | p. 85 |
Boarding the Knowledge Train | p. 87 |
Planning for Tomorrow | p. 88 |
The Business Case for Knowledge Retention | p. 91 |
Building a Project Charter | p. 95 |
Elements of a Project Charter | p. 96 |
Project Overview | p. 99 |
Project Authority and Milestones | p. 105 |
Project Organization | p. 106 |
The Law and Analysis | p. 109 |
Testing the Waters | p. 112 |
Communications Makes an Appearance | p. 116 |
Methods for Communicating in the Early Stages | p. 118 |
Building a Knowledge Council | p. 119 |
More than a Snapshot | p. 121 |
Demand Forecast-The "What" and the "How" | p. 122 |
Supply Analysis-See Today, Project Tomorrow | p. 123 |
Gap Analysis-Comparing Demand and Supply | p. 124 |
Audience Analysis-A Profile of Recipients | p. 126 |
Supplements to Workforce Planning Analysis | p. 127 |
Social Network Analysis-Who Talks to Whom? | p. 131 |
The Goal of Planning and Analysis | p. 136 |
Knowledge Retention by Design | p. 137 |
What Kind of Knowledge to Transfer? | p. 138 |
Follow the Needs of Your Audience | p. 139 |
The Method Behind Mentoring | p. 140 |
Many Reasons to Choose Mentoring | p. 142 |
Making Time for Mentoring | p. 144 |
The Nature of the Informal Mentoring Relationship | p. 144 |
Informal Versus Formal Mentoring | p. 147 |
Making Mentoring Work | p. 149 |
Should Supervisors Serve as Mentors? | p. 151 |
Setting Goals and Objectives for Formal Mentoring | p. 153 |
Use Training to Set the Stage | p. 153 |
Helping Mentees Articulate Their Needs | p. 156 |
Social Networks and Social Media | p. 158 |
Motorola Paves the Way | p. 159 |
Cerner Corp. Creates New Connections | p. 161 |
Crossing the Generation Gap Barrier | p. 162 |
Creating a Social Media Network for Everyone | p. 163 |
Communities of Practice | p. 167 |
Mapping CoPs to Business Goals | p. 169 |
No Two Communities Are Alike | p. 171 |
Designing a Community of Practice | p. 172 |
Identify the Audience | p. 173 |
Design and Plan | p. 174 |
Pilot | p. 178 |
Go-Live | p. 178 |
Expand and Sustain | p. 179 |
Storytelling | p. 180 |
What Is a Story? | p. 181 |
The Multi-Faceted Art of Storytelling | p. 182 |
Practical Use of Stories | p. 184 |
Storytelling Structure | p. 186 |
After Action Reviews | p. 189 |
Planning | p. 191 |
Preparing | p. 1918 |
Conducting | p. 192 |
Following-Up | p. 193 |
The Design Document | p. 195 |
Ready, Set, Develop! | p. 197 |
The Value of the Pilot | p. 198 |
Develop a Pilot | p. 199 |
Communications and Development | p. 201 |
Your Thoughts, Please | p. 203 |
Let Yourself Be Surprised | p. 204 |
Rolling Out Your Knowledge Transfer Program | p. 205 |
Linking the Program to Staff Goals | p. 206 |
Keeping a Watchful Eye | p. 207 |
Managing Risk | p. 209 |
Managing Momentum | p. 211 |
Next Steps for Knowledge Transfer | p. 213 |
Asking Your Audience What They Need | p. 214 |
Communications and Implementation | p. 216 |
Overcoming Challenges | p. 218 |
Spread the Work and Opportunities Around | p. 221 |
A Long View of Evaluation | p. 223 |
Reasons Why Organizations Don't Evaluate | p. 224 |
Make Metrics a Priority | p. 227 |
Use Data to Evaluate Success | p. 228 |
If You Skip a Step | p. 230 |
Specific Evaluation Methods | p. 232 |
The Value of Numbers, Stories, and Graphics | p. 233 |
Since We're Talking ROI | p. 236 |
Nurturing a Knowledge Culture | p. 241 |
New Management Style Eases the Shift | p. 242 |
Who's the Customer? | p. 244 |
Rewriting the Job Description | p. 245 |
The Generational Factor | p. 246 |
Making the Change | p. 250 |
Senior Leadership Support | p. 251 |
Communications and Recognition | p. 251 |
Training | p. 252 |
Measurement | p. 253 |
A Sound Investment | p. 253 |
Bibliography | p. 255 |
Books | p. 255 |
Selected Reports, Articles, and Other Documents | p. 257 |
Index | p. 259 |
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