Anticipating research needs; or being there from pitch to party

Old and New Clare Style

Collyer Bristow is home to a long-standing art gallery which presents the best and most interesting contemporary art, whether by up-and-coming or more established artists. Our current show is by Anne Howeson. She works with eighteenth- and nineteenth-century prints that are copied on to drawing paper, which she transforms by rubbing away, and making additions with paint. So a bucolic printed view of tile kilns on old Maiden Lane (now York Way) becomes overlaid with a modern glass fronted office block. This uncanny mix reminds us of the fluidity of London’s architecture, past, present and future.

What does this exhibition have to do with knowledge management and legal information? Surprisingly, more than you might initially think. One of the speakers at an event held in conjunction with this show was Jeremy Smith, an archivist from London Metropolitan Archives. Obviously Anne is a devotee of London’s archives because of their collections of prints, which provide the underlying inspiration for her work. Jeremy was proud that archives were becoming increasingly popular with artists, but admitted that this show was rare because he was able to see the end product of a user's research.

Collaboration, Collaboration, Collaboration

By the 'c' side

An article and event came together in happy synchronicity this week. The resultant combination made me consider the true meaning of the word 'collaboration'. A look at the dictionary tells me:

1. to work together with another or others on something.
2. derogatory to co-operate or collude with an enemy, especially one occupying one’s own country.

The FT article on ‘the dangers of a rising C-level for the business environment’ (8/12/14) caught my eye because of its stress on assertiveness training for team members. The author takes a humorous look at the proliferation of chiefs – his ‘c’ word - in the business environment and the dangers of perceived infallibility. He outlines the importance of knowing one’s limits and working within systems, ensuring the smooth running of corporate machinery. He concluded that the real ‘c’ word was ‘colleagues’.

CPD: What next with webinars?

Continuing professional development has never been more important. Content remains the most serious aspect of training but in reality, providers are keen to be fully engaged with course attendees and they are constantly looking at new and better ways to deliver their CPD content. With this in mind I attended an ‘Innovation in CPD webinars’ breakfast meeting this morning as representative of the firm’s Learning & Development Committee. 

Finding Legal CPD Courses

It's about the communication, stupid!

Continuing Professional Development (CPD) is an essential part of a Knowledge Management strategy. When the process is working properly it not only ensures that an individual is up to date in specialist areas of their practice but also it means that they take the information back to their departments. Whether the information is presented verbally at meetings, or written about in a piece of knowhow, incorporated into a precedent etc, it seeps into the fabric of the firm’s knowledge and is turned into profit. This is crucial given the initial expense – there has to be a return on this investment.

This process is important so to see how it works for us I went back to the beginning. How do the lawyers find out what courses are available?

'We Need To Talk': Conversations and KM

Barriers to communication

My first post was about jargon, which is a very effective barrier to communication within an organisation. In this post I want to discuss the importance of face to face communication. If knowledge management is all about capturing the personal experiences of people, then I would suggest that one good way of extracting it is through human interaction – that is to say an old fashioned conversation. But first we need to overcome some problems.

Virtual Distrust?

Electronic methods of communication (inclusive of emails, texts, DMs, any other social media, LinkedIn etc, blog messages) are necessary in a global business environment. When used effectively to link people around the globe, you wonder how we managed without them.

'Jarring Jargon and Squirrel Initiatives': Making sense of KM language

This is the first in a series of blog postings which I hope will explore knowledge management (KM) from a practical no nonsense point of view. I begin with the language barrier.

Library and information professionals have been doing the ‘information thing’ for years but frankly not making enough noise about our skills. So when your organisation demands implementation of a knowledge management strategy based on information they obtained from conferences, journal articles, consultants, and because ‘everyone else is doing it’, we must take the lead and become the link between theory and practice.

We may not be KM theory experts but our practical skills, knowledge of the organisation and accompanying culture/values and mental flexibility means we are ideally placed to help them make sense of the information world. As it has been said, ‘the only thing that matters in the workplace is how it works in practice’.[1]

Knowledge Management: Building blocks and knotty problems

I went on a Knowledge Management course and seeing as everything I do is managing information and spreading the knowledge, I thought I'd put my notes down here. It's not arty or anything but I found it interesting.

Introduction

Knowledge Management means different things in the context of each organisation and the definition has to be agreed at management level. But basically it’s about managing the intellectual assets of the firm/company which can take the form of documentation, expertise, communities, departments, conversations and collaborations – the effective sharing of creative knowledge.

For it to work properly people have to be engaged and given that people always know more than they say, it is challenge to get the information flowing around the organisation. We – collectively - have to create a knowledge environment that will take all the data and information and turn it into knowledge. This has little/nothing to do with technologies.