I.S. CWA 14924-2:2004

Foreword
Introduction
1 Scope
2 The relationship between Knowledge and Culture
  2.1 Barriers to KM
  2.2 Comparison of Traditional and Knowledge-aware
      organizations
3 A Description of Culture
4 Individuals, groups and organizations
  4.1 Individuals
  4.2 Groups and Communities
  4.3 The Whole Organization
  4.4 Formal and informal organizational structures
5 Trust and motivation
  5.1 Values, beliefs and trust
  5.2 Leadership
  5.3 Credibility
  5.4 Motivation
6 Competencies, learning and reflection
  6.1 Learning through action/learning by doing
  6.2 Sharing and creating
  6.3 The learning organization
7 Tools to manage relationships that drive knowledge
  processes
  7.1 Community building
  7.2 Observation and questioning
  7.3 Coaching and mentoring
  7.4 Narrative
  7.5 Conversation and dialogue
  7.6 Technology as an enabler
8 Summary of key learning points
9 References
Annex A: Managing Change
Annex B: Example - A Code of Ethics that underpins KM
Annex C: Terminology encountered in this booklet
Annex D: Work Items as described in the CEN/ISSS Workshop
         Business Plan
Annex E: Bibliography
Annex F: Acknowledgements

Looks at changes in culture that may be needed to enhance and gain greater value from knowledge; developing a greater understanding of culture and how it is derived from the actions of individuals and groups; ways in which address changes required might be addressed, and some examples from other organizations to illustrate some of the points. It ends with a summary of learning points and a checklist of competencies that may need to be developed.