Knowledge Object Topics
Below are some of the Knowledge Objects (topics for disucssion) I contribute to the Internet Knowledge database.
Some samples of complete Object can be viewed in this homepage
Goal: Purpose ; Question; Theme; Objective; ..
- We must change, since the world is changing.
- To initiate change, before competitors overtake us.
- With good intention, try to contribute something good and effective by changing.
- Let us benchmark this subsystem with "the best in class" practice
- To excel, to do better than others using benchmarking
- To experience interesting, creative and effective meetings.
- To avoid crashing by tons of paperwork
- To avoid information overload.
- To avoid being overwhelmed by paperwork"
- To determine what proportion of time people should devote to learning activities, formal or informal, in a learning organisation?"
Goal: Purpose ; Question; Theme; Objective; ..
- To create the awareness among all staff about a new management program / theory e.g. Learning Organisation.
- To organise a new management theory conference e.g. learning organisation with invited speakers on learning organisation to own staff
- To share the knowledge gained on the new management theory e.g. Learning Organisation to staff
- To provide reliable and efficient services to customers.
- To ensure minimum cost incurred.
- What is Knowledge Management?
- How to manage knowledge?
- How to solve problems?
- How to tackle human problems?
- How to overcome frustration and stress?
- Why the conflict between learning and working?
- How to generate happiness and harmony in our work?
- How to breakout from a vicious circle?
Goal: Purpose ; Question; Theme; Objective; ..
- To avoid using "Any Problem?" question that may give rise to false sense of situation under control.
- How to use questions to generate creative ideas in organisation?
- How to inject new energy to organisation with forward thinking questions?
- Increase revenue of a management consulting service company.
- What business strategy is appropriate to overcome competitors' aggressiveness?
- How to keep up with many changing management approaches as consultant?
- Why do we need thinking tools?
- To overcome narrow perspective by use of thinking tools.
- To ensure broader perspective by use of thinking tools.
- Is complaint a suggestion?
- What is customer complaint?
- What is Employee Suggestion?
- How to ask for feedback?
- What is the meaning of "constructive criticism?" Goal: Is there such thing called "destructive criticism?"
- When a glass is 50% filled with water, do you call it "half empty" or "half full"?
- Should employee be treated like spare parts to be installed or removed from the organisation-machine?
- Why is it important to help to develop every staff potential?
- How to overcome office politics and frustration?
- How to manage your boss?
- What is the meaning of win-win game in office politics?
- How to decide to change from one managerial job to another?
- What should be the basics for changing a job?
- How to be an effective Manager without personal pride as hindrance.
- How to overcome personal pride?
- Progress from Manager to Leader.
Goal: Purpose ; Question; Theme; Objective; ..
- Are we living in a binary world?
- How to understand Yin and Yang?
- Is System Thinking operating?
- How not to over stress the front line employee?
- Do you send soldiers to the front without ammunitions and strategies?
- Can a new position title like "Chief Learning Officer" or "Chief Reflection Officer" solve organisational problems?
- What is "Chief Learning Officer" and what are their responsibilities?
- Does ISO 9000, or even ISO 14000, help or hinder organisations who want to try to achieve integrated management system?
- Can Managerial competencies be "manufactured in parts"?
- Developing Managerial Competencies
- What is the appropriateness of ISO 9000/14000 for companies with fewer than 250 employees (SMEs)?
- Is ISO 9000 / ISO 14000 Systems too complex and too expensive to a small medium enterprise (SME) company like mine?
- As a small company, can we really afford ISO 9000 / ISO 14000 high consultancy / certification fees?
- Is "Information processing" "Knowledge Management"?
- What is the difference between "Information processing" & "Knowledge Management"?
- Is ISO 9000 the answer to the Learning Organisation?
- What is the relationship between ISO 9000 and Learning Organisation?
- Is there such a thing called "consensus decision-making"? Goal: What are ground rules about consensus decision-making? Goal: When is consensus decision-making not a good idea?
- Should teams always use consensus decision-making?
- If you're not willing to accept consensus decision-making, should you even charter a team?
Goal: Purpose ; Question; Theme; Objective; ..
- Why management creates its own illusion?
- How existing Management members view the Operating System?
- How new Management members view the Operating System?
- How departing Management members view the Operating System?
- Can "5S" programme helps organisations to improve their business? Goal: Is "5S" programme another management fad copycat?
- How not to get caught in vicious circle of fire-fighting type of regular meetings?
- What management activities can create reactive behaviour? Goal: What is necessary to ensure understanding of system forces?
- Utilise an Employee Suggestion Scheme as creative feedback mechanism to help improve the Business.
- How Management treats Employee Suggestion Scheme?
- Can a poor management of Employee Suggestion Scheme expose system weaknesses with hard evidence?
- How QCC activities can create vicious circle of continuous deficiencies?
- Why QCC Activities result in Random Movement without a Purposeful Breakthrough?
- Why do we need a project sponsor?
- The notion of a sponsor in a hierarchical organisation. Goal: What is the difference between master and sponsor?
- When can Trust conflict with Teamwork?
- How does an organisation trust its members?
- How to manage a "no work" situation?
- How to transform an unpleasant situation to own advantage?
- Top Management: What are you managing?
- Why most Change Initiatives fail?
Goal: Purpose ; Question; Theme; Objective; ..
- Can I expect organisational behavioural change without changes in me as a change agent?
- How to use ISO 9000 to create influence?
- How to manage so called "negative criticisms"?
- Need to put teamwork back on track.
- As Manager, Leader, or Facilitator, what to do with member who is too critical?
- Should expanded business scope correspondingly increase the salary, promotion to the business manager?
- How organisation destroy its Business by promoting individualism?
- What is the relationship between Training and Business Performance?
- Can good Training system help Business Performance?
- How to improve communication among employee with diverse interest / agenda?
- How to create a shared vision among employee with conflicting interest?
- How to resolve Conflict between Professional practice and career advancement?
- How and why managers use "Rule of Simplicity"?
- Is application of "Rule of Simplicity" a sign of wisdom / maturity?
- Why investment in Knowledge does not produce effective result?
- Need for a balanced approach to Knowledge Management.
- How incentives backfire?
- Why Management is blind to negative consequences of incentive scheme?
- If not using incentive scheme, what else can motivate employee?
- The illusion of ownership of process / sub-system.
- Need to differentiate between ownership of Ideas and Reality.
Goal: Purpose ; Question; Theme; Objective; ..
- How to allocate and distribute responsibilities with respect to Quality, Health, Safety and Environment in an organisation?
- Can we allocate and distribute responsibilities with respect to Quality, Health, Safety and Environment in an organisation?
- What are the obstacles to empowerment?
- Who can unblock the obstacles to empowerment?
- Why Senior Management could not manage Vision and Policies?
- Transition Management from Hierarchical organisation towards Process-orientation team based management.
- How total business suffer due to focus on sub-unit business performance?
- Why creativity is so vital to the Business performance?
- How linear thinking is reinforced by management consultant?
- Danger of management consultant with linear thinking.
- How progressive management theories backfires?
- Why knowledge management is so crucial to business survival?
- How to manage competition?
- Is Quality philosophy relevant in a competitive market?
- Why Organisation focuses on Culture, Common Language?
- Confusion between Common Language and Shared Vision.
- How contradictions keep surfacing?
- Occurrences of dis-connect in thinking from management consultant.
- Creativity or mere surface treatment?
Goal: Purpose ; Question; Theme; Objective; ..
- How "Not speaking up culture" can do damage to organisation?
- Is organisation pre-occupied with shopping spree for training packages?
- How system audit can be carried out to add value?
- What is the difference between an auditor and a judge?
- Why system auditors can create illusion?
- How to develop a better Learning Organisation out of globally scattered units of a large corporation?
- How can we develop a learning and improving community?
- How to see things as "Whole and Connected"?
- "Crisis - A Prerequisite to TQM?"
- How 6-Sigma should become the driving force in the coming 21st century
- How ready are suppliers adopting 6-Sigma, in response to main corporation's 6-Sigma culture?
- Must Wisdom be gained by many years of experiences?
- How a boss / manager creates his / her own burden and stress?
- When is a mistake "celebratible" / "punishable?"
Goal: Purpose ; Question; Theme; Objective; ..
- "Who cares about Quality?"
- What aspects of Quality that organisations fail to address?
- Why management / engineers avoid human system, only concentrate on technical / management system?
- Why human system is as important as technical / management system?
- Why technical / management system alone cannot solve the fundamental organisation problems?
- Why most popular Management fads cannot create enduring change?
- Why "Dis-connect" approach still gain more popularity?
- What is the difference between "The Fifth Discipline" and other management books?
- What is the typical approach of new management Change Initiatives?
- What pattern of management behaviour causes perpetual management fads to continue?
- How brainstorming can create a lot of chaos and confusion?
- How entanglement in group thinking can easily happen in a discussion / meeting?
- Why recommendations / suggestions from system auditors can impair Learning capacity of an organisation?
- How unintended negative consequences can be created by action based on good faith?
- How organisations reduce the value-add of System Audit?
- How organisations loose LEARNING opportunity?
- An example of "Shift the Burden" in System Audit activity.
- How organisations loose LEARNING opportunity in System Audit by getting stuck with "rock logic" or "localised logic" ?
- How argument on "what is non-criticality to business on audit findings" can deprive organisations from LEARNING opportunity in System Audit ?
- Should down-sizing be the focus of organisation?
- How to manage organisation manning level?
Goal: Purpose ; Question; Theme; Objective; ..
- What really is "Organisation Vision?"
- What is the use of Organisation Vision? When can it be of value?
- What is the bridge between Vision and Current Reality? Who should build the bridge?
- How to measure training effectiveness?
- How to write a Quality Manual for a Business System?
- Will possession of extra knowledge be always appreciated by employer?
- Will Knowledge by itself be of value to anyone?
- What is the difference between knowledge and wisdom?
- How ISO 9000 and Learning Organisation compliment each other?
- Can established ISO 9000 Quality System be used as Practising Field for Organisation Learning?
- How expensive training investment causes negative-Learning?
- Should genuine Learning the result of expensive training investment?
- How hand-down-training creates illusive Knowledge?
- Who posses real Knowledge in Organisation for effective action?
- Effect of Dr. Deming's "Seven Deadly Diseases" on people.
- Can extra knowledge / awareness create more problems and depression?
- What are "The Seven Deadly Diseases" as taught by Dr. W. Edward Deming?
- How Learning Organisation program can create blindness to organisation?
- How Learning opportunity can keep slipping?
- Management Roles: Judges or System Thinkers?
- What is wrong with TQM?
- Why TQM does not work?
Goal: Purpose ; Question; Theme; Objective; ..
- How external management consultant contributes towards in-compatible organisation culture?
- How organisation mess can create dis-harmony to personal and family life?
- Relationship between personal and organisation life.
- Why management continues to prove Maslow's law on need hierarchy wrong?
- Is Maslow's law on need hierarchy applicable to change management
- Management must awake, before it is too late!
- Is employee sentiment and feelings critical to organisation success?
- What constant contradiction exist in organisation?
- What is the difference between Idea and Plan?
- How a corporate professional can be very un-realistic?
- How to avoid self-defeating vicious circle?
- Is your destiny under your employer's control?
- Difference between "Solving Machine Problems" and "Solving Human Problems"
- Symptom becomes Problem, When?
- How to overcome conflicts or opposite / different views in meetings?
- Opposite views can be sources of creativity
- How to use P.M.I. (Plus Minus Interesting) thinking tool to resolve conflicts?
- A Change Agent's method to gauge people understanding of new approach.
- How to measure changing perceptions of a group of people?
- A useful thinking model to understand changes implication due to major Renengineering exercise.
- Use of engineering concept to better management thinking.
- Incompatible goals between organisation and external management consultant on Reengineering project
- The importance of recognising incompatible goals.
- What serious thinking is required by management in a major Reengineering exercise?
- What does it take for organisation to effect a major change to the business?
Up to #100
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By Andrew Wong, 2nd Sept 1997
COPYRIGHT 1997
