Nancy Dixon has a terrific post on how NASA went about creating a knowledge continuity strategy to ensure that all the knowledge created in the cancelled Constellation Program can be sustained within the organisation. I’d love to learn more about the knowledge mapping techniques they used, but the centrepiece was a knowledge cafe, used to develop the key focus areas for the strategy moving forward (They have only a year to complete this).
As Nancy points out “Dave Lengyel [head of heads NASA’s Risk and Knowledge Management Program] could certainly have sat at his desk at NASA headquarters and drawn up a knowledge capture strategy, but that plan would not have been able to take into account the unique aspects of each of the Center’s needs. It would not have been as rich nor as comprehensive as the plan the group was able to develop together. Moreover, had Lengyel constructed it on his own, he would then have had the job of selling the plan to those who would implement it – never an easy task with a plan conceived at headquarters! The Knowledge Café gave everyone the opportunity to fully express their thinking and needs and to understand the needs and thinking of their colleagues.”
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