Index
Denise Bedford
(Georgetown University, USA)
Ira Chalphin
(Ira Global School, USA)
Karen Dietz
(Polaris Associates, Inc. USA)
Karla Phlypo
(Walden University, USA)
ISBN: 978-1-80262-104-4, eISBN: 978-1-80262-103-7
Publication date: 27 January 2022
This content is currently only available as a PDF
Citation
Bedford, D., Chalphin, I., Dietz, K. and Phlypo, K. (2022), "Index", Communicating Knowledge (Working Methods for Knowledge Management), Emerald Publishing Limited, Leeds, pp. 237-242. https://doi.org/10.1108/978-1-80262-103-720221021
Publisher
:Emerald Publishing Limited
Copyright © 2022 Emerald Publishing Limited
INDEX
Absorptive capacity
, 125
Acoustic articulation of knowledge
, 70–71
Acquisition of knowledge
, 125
Aggregation
, 90
Appreciative inquiry (AI)
, 181
in facilitation
, 170–172
Appreciative listening
, 160–161, 163
Apprenticeship models
, 102
Articulation of cultural knowledge
, 114
Artificial intelligence (AI)
, 28
in workplace in knowledge economy
, 28–29
Assimilation of knowledge
, 125
Attitudes and behaviors
, 41, 81
designing communications for
, 85–86
universal competencies for top management
, 82
Authoritative decision-making style
, 181–182
Behavioral competencies
, 15, 48, 81
Behavioral skills
, 23
Boredom
, 160
Bureaucracy
, 75
Business value of knowledge
, 35–36
Business-aligned roles and competencies
, 207
Capacity building
, 213
for knowledge communications
, 214–215
for short and long term
, 216
Character encoding
, 70
Coaching & facilitation practices
, 167–169
Cognitive diversity
, 194
Cognitive Load Theory
, 157–158
Cognitive overload
, 144
Collaboration
, 102–103
Collaborative problem-solving
, 104
Collective knowledge
, 90
Collective/team skills
, 49
Communicating knowledge
, 14, 50
Communication
, 3–4, 36, 38
changing communication protocols
, 17–18
clear and transparent
, 191–193
competencies and skills for twenty-first century managers
, 48–51
increase clarity of communication style
, 158–159
and messaging for tactical decisions
, 183
and messaging strategic and tactical decisions
, 183
rudimentary model
, 4
skills and competencies
, 7
speed of
, 17
Communications capacity
, 213
capacity building
, 213–215
culture in building communications capacity
, 216
organizational capacity
, 215–216
Compensation models
, 23
Competencies
, 201
business-aligned roles and
, 207
levels and alignments of roles and responsibilities
, 202
models
, 23
people and work competence
, 202
specialized roles and
, 206–207
strategic roles and
, 202–206
universal roles and competencies
, 208
Comprehension skills
, 49
Comprehensive listening
, 160
Consultative decision-making style
, 180
Controlling
, 30
Conversational intelligence
, 141, 147
discernment
, 141–143
Coordination
, 102–103
Corporate personality
, 128
Corporate reputation
, 128
Cortisol
, 156
Creative capacity
, 141
Critical listening
, 160
Cultural assessment
, 112
Cultural awareness
, 111
Cultural capital
, 107
Cultural competence
, 109–111
Cultural desire
, 112
Cultural encounter
, 112
Cultural imposition
, 111
Cultural intelligence
, 110
Cultural knowledge
, 43, 59, 107 (see also Explicit knowledge)
communicating
, 110
designing cultural knowledge communication
, 113–114
Cultural skills
, 111–112
development
, 112
Culture
, 109
in building communications capacity
, 216
Decision-making
, 175
delegative decision-making style
, 179–182
using discernment
, 183–185
knowledge to support decision-making and clear communication
, 175–178
as management competency
, 175
type and style
, 178–179
Decisions
, 182
communicating
, 185
communication and messaging for tactical decisions
, 183
communication and messaging strategic and tactical decisions
, 183
strategic decisions
, 182–183
Delegative decision-making style
, 179
authoritative decision-making style
, 181–182
consultative decision-making style
, 180
facilitative/collaborative decision-making style
, 180–181
Directing
, 30
Discernment
, 139, 141
applying decision-making using
, 183–185
communicating data for relevance and meaning
, 143–144
conversational and narrative intelligence
, 141–143
decision-making process
, 178
definition and characterization
, 139–141
discerning process and skills
, 146–148
as management competency
, 139
narratives and stories
, 144–146
narratives in knowledge transfer
, 143
organizational communication discernment
, 146
Discourse
, 74
innovation
, 75
Discriminative listening
, 160
Distractions
, 160
Dominance, Influence, Steadiness, and Conscientiousness (DISC)
, 159
Echoic encoding
, 70
Effective knowledge communication
, 37–39
designing for
, 51–55
Empathic listening
, 160
Encoding
, 70
Ethical communication
, 153–154
Experiential learning
, 103–104
Explicit knowledge
, 37–38, 67, 73, 91 (see also Procedural knowledge)
using and sharing information
, 95
communicating explicit information
, 92–96
definition and characterization
, 91–92
designing explicit knowledge communication
, 96–98
finding and discovery
, 95
idea generation
, 93–94
information creation and capture
, 94
information destruction
, 95–96
organizing and describing information
, 95
preserving and disposing of information
, 95
security and classifying information
, 95
Extrinsic motivation
, 173
Facilitation
appreciative inquiry in
, 170–172
coaching & facilitation practices
, 167–169
communicating different knowledge activities through
, 170
feedback
, 172–173
knowledge
, 169–170
as management competency
, 167
trust through
, 194–196
Facilitative/collaborative decision-making style
, 180–181
Favorability
, 128
Feedback
, 172–173
Free DISC assessment
, 159
Free MBTI assessment
, 159
Gap between minds
, 37–39
Generalization
, 68
Hard competencies (see Technical competencies)
Hard skills
, 78
Hearing
, 160
Hierarchy
, 75
High-performance teams
characteristics
, 190–191
clear and transparent communication
, 191–193
common purpose and clear roles
, 193–194
and communication and feedback
, 194
definition and characterization
, 189–190
as management competency
, 189
trust through facilitation
, 194–196
Human capital
, 41, 65 (see also Structural capital)
attitudes and behaviors
, 81–86
interpersonal communication competencies for human capital mobilization
, 86
skills and competencies
, 77–81
tacit knowledge
, 66–77
Human resource manager
, 45
Human resource professional associations
, 48
Impatience
, 160
Implicit knowledge
, 37–38
Informal know-how trading
, 104
Integrated model
, 93
Integrity
, 127–128
Intellectual capital
, 40
Intellectual humility
, 170
Intention
, 168–169
Interaction
, 38
Internal communications (IC)
, 7, 11–14
alignment of knowledge transfer and
, 15
facets of
, 12
increased prominence of IC
, 18–19
strategy
, 13
Interpersonal communication
competencies for human capital mobilization
, 86
with types of knowledge
, 55–59
Interpersonal competencies
, 56
Interpersonal skills
, 49
Intrinsic motivation
, 173
Introspection
, 154
Job classes
, 22
Kinesthetic articulation of knowledge
, 71–75
Kinesthetic representation
, 71
Know-how
, 78–79
trading
, 104
Knower
, 38
Knowledge
, 39, 169–170
asymmetry
, 38
diffusion
, 39
dissemination
, 39
distribution
, 3
exchange
, 3, 39, 124–125
human capital
, 41
implementation
, 39
increasing organizational awareness of knowledge capital
, 40
levels of knowledge abstraction
, 37
management literature
, 3
mobility
, 3
relational capital
, 43–45
sharing
, 3
of specific corporate behaviors
, 128
structural capital
, 42–43
to support decision-making and clear communication
, 175–178
transfer
, 3, 39
translation
, 3, 38–39
uptake or utilization
, 39
Knowledge capital
, 3
alignment and dependencies of types of
, 59
increasing organizational awareness of
, 40
Knowledge communications
, 21, 47–49
capacity building for
, 214–215
changing nature of work and workforce
, 22–29
investing in managers’ new interpersonal communications
, 31–32
knowledge transformation competencies
, 31–32
managers’ communication and knowledge transformation
, 21–22
managers’ new knowledge capital and competencies
, 30–31
new roles and responsibilities of managers in knowledge economy
, 29–30
Knowledge economy
, 24
artificial intelligence in workplace in
, 28–29
new roles and responsibilities of managers in
, 29–30
new work cultures of
, 27–28
work for in
, 26
work within
, 26–27
Knowledge mobilization
, 14–16, 35
definition and characterization
, 36–37
Knowledge transformation
, 18–19, 21–22
competencies
, 31–32
Kolb’s Experiential Learning Theory
, 103
Language
, 73–74
Leaders
, 47
Leadership skills
, 48–49
Learner
, 38
Levels and alignments of roles and responsibilities
, 202
Life cycle model
, 93
Linguistic articulation of knowledge
, 70
Listening
, 146–147
ethical communication
, 153–154
importance
, 160–163
importance of trust
, 152–153
increase clarity of communication style
, 158–159
as management competency
, 151–152
neuroscience of storytelling in communication
, 156–158
self-reflection tool
, 155–156
self-reflective skills
, 154–155
Low-trust cultures
, 152
Management
, 29–30, 125
Management communications (see also Organizational communication)
communication competencies and skills for twenty-first century managers
, 48–51
designing for effective knowledge communications
, 51–55
interpersonal communication with types of knowledge
, 55–59
knowledge communications
, 47–48
Managers
, 16, 47, 113
communication
, 21–22
investing in managers’ new interpersonal communications
new knowledge capital and competencies
, 30–31
new roles and responsibilities of managers in knowledge economy
, 29–30
Memory encoding
, 70
Methodological competencies
, 78
Mnemonic encoding
, 70
Mobilization
, 3
Myers Briggs Type Indicator (MBTI)
, 159
Myers-Briggs tests
, 84
Narration
, 74
Narrative intelligence
, 141, 147
discernment
, 142–143
Narratives
, 144–146
in knowledge transfer
, 143
transportation
, 156
Networks
capital
, 119–123
and network relationships
, 120–121
Neuro coupling
, 156
Neuroscience of storytelling in communication
, 156–158
“Not invented here” syndrome
, 73
Open communications
, 14
Operational decisions
, 183
Oral stories
, 74
Organization’s reputation
, 130
Organizational capacity
, 215–216
Organizational communication
, 3–4
in 2020 and beyond
, 8–16
changing communication protocols
, 17–18
changing workplace
, 17
characterizations
, 4–6
discernment
, 146
era of identification and consolidation
, 7
era of knowledge
, 8
era of maturity and innovation
, 8
era of preparation
, 6–7
future of
, 16–19
increased prominence of IC and knowledge transformation
, 18–19
origins and evolution
, 6–8
rapid proliferation and diversity of broadcast channels
, 17
speed of communications
, 17
Organizing
, 30
Overlying intentions
, 168
Oxytocin
, 156
People competence
, 202
People’s work
, 22
Perception
, 73
Personality communication styles
, 147
Planning
, 30
Positive constructive and motivational feedback
, 172–173
Problem-solving
, 104
Procedural knowledge
, 43, 98, 101
apprenticeship models
, 102
collaboration and coordination
, 102–103
designing procedural knowledge communication
, 106–107
experiential and situational learning
, 103–104
of high-performing teams
, 192–193
know-how trading
, 104
problem-solving
, 104
taxonomy
, 100
team learning
, 104–105
work experience
, 105–106
Process skills
, 49
Professional communication responsibilities
, 4
Proficiency
, 208–209
Psychological safety
, 147
Public awareness
, 128
Public relations
, 10–11
Purnell Model of Cultural competence
, 110
Relational capital
, 43–45, 119, 141, 192
communications
, 119
designing relational capital communications
, 125–126
interpersonal communication competencies essential to relational and reputational knowledge exchange
, 131
network and
, 119–123
Relational knowledge
, 59, 122–126, 176
Relational learning
, 176
Relationship learning
, 123–124
Reputation
, 128–129
Reputational capital
, 44, 126–128
designing reputational capital communications
, 130–131
in high-performing teams
, 192
and role in communication
, 190–191
Reputational knowledge
, 59, 129–130
Scarcity
, 25
10-second rule
, 195
Self-reflection
, 112, 146–147, 154–155
self-reflective skills
, 154–155
tool
, 155–156
Semantic articulation of knowledge
, 70
Semantic encoding
, 70
Situational learning
, 103–104
Skills and competencies
, 41, 59, 77, 79
designing communications for
, 80–81
Society for Human Resource Managers (SHRM)
, 208
Soft competencies (see Behavioral competencies)
Soft skills
, 15, 24, 78
Specialization
, 68
Specialized communication responsibilities
, 4
Specialized roles and competencies
, 206–207
Staffing
, 30
Stories
, 144–146
Story listening
, 146
Strategic communications
, 8–10
Strategic decisions
, 182–183
Strategic reputation management
, 129
Strategic roles and competencies
, 202–206
Structural capital
, 42–43, 89–90 (see also Relational capital)
cultural knowledge
, 107–114
explicit knowledge
, 91–98
interpersonal communication competencies essential to structural knowledge mobilization
, 114
procedural knowledge
, 98–107
Structural knowledge
, 90
Superior corporate reputation
, 128
Tacit knowledge
, 41, 59, 66–68 (see also Procedural knowledge)
acoustic articulation of knowledge
, 70–71
communications
, 75–77
exchange
, 71–72
kinesthetic articulation of knowledge
, 71–75
linguistic articulation of knowledge
, 70
semantic articulation of knowledge
, 70
sharing
, 72
visual articulation of knowledge
, 70
Tactical decisions
, 183
Team learning
, 104–105
Technical competencies
, 48, 78
Thinking listening
, 160
Traditional skills
, 78
Transformation of knowledge
, 125
Trust
, 74
through facilitation
, 194–196
importance of
, 152–153
Twenty-first century managers, communication competencies and skills for
, 48–51
Underlying intention
, 168
Universal roles and competencies
, 208
Value
, 73
Visual articulation of knowledge
, 70
Work
changing nature of
, 22–29
competence
, 202
experience
, 105–106
future foundation
, 24
for in knowledge economy
, 26
industrial foundation
, 23
within knowledge economy
, 26–27
Workers
, 22
Workforce
changing nature of
, 22–29
changing perspective of work by
, 25–26
- Prelims
- Section 1: Communicating Knowledge
- Chapter 1: The Shifting Landscape of Organizational Communication
- Chapter 2: Knowledge Communication in the New World of Work
- Chapter 3: Knowledge Capital and Knowledge Mobilization
- Chapter 4: Designing Management Communications for the Knowledge Economy
- Section 2: Communicating Knowledge Assets
- Chapter 5: Communicating Human Capital
- Chapter 6: Communicating Structural Capital
- Chapter 7: Communicating Relational Capital
- Section 3: Key Issues in Knowledge Communications
- Chapter 8: Discernment as a Management Issue
- Chapter 9: Listening as a Management Issue
- Chapter 10: Facilitation as a Management Issue
- Chapter 11: Decision-making as a Management Issue
- Chapter 12: Team Building as a Management Issue
- Section 4: Building Communications Competencies and Capacity
- Chapter 13: Building Communications Competencies
- Chapter 14: Building Communications Capacity
- Appendix: Pulling it All Together – Sample Project Plan
- Index