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Knowledge Management: One Size Does Not Fit All

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KNOWLEDGE MANAGEMENT 40 WWW.ILTANET.ORG | ILTA WHITE PAPER What distinguishes your law firm from all the others? Is it the information you have amassed over the years and continue to gather, buy, organize and disseminate? As important as it is, information is not the primary differentiator, even more so since the advent of the internet. With access to information being ubiquitous, geing our hands on information has become far less important than how quickly we can turn it into knowledge. What really distinguishes organizations is what they know, their intellectual capital. An organization's knowledge is a function of the unique stream of diverse individuals who pass through it. No two organizations are the same because no two ever have had identical members, clients, actions and interactions. Knowledge is born of information combined with experience, and every person's experience is different. An organization's knowledge is the sum of its peoples' experiences, perspectives and interactions with each other, and internal and external information. The problem is this kind of knowledge, also called know- how or tacit knowledge, is difficult to harness; we oen hear tacit knowledge described as the knowledge that leaves our organizations at the end of every work day. Innovative organizations encourage broader interactions by providing both physical and virtual spaces for them to occur. They also try to convert this knowledge into recorded, aka explicit, knowledge that can be shared to reap value, spark innovation and grow the organization's knowledge base. Here are a few techniques for capturing, reproducing and sharing some of this elusive knowledge and creating opportunities for generating new knowledge. by Ginevra Saylor of Dentons Transforming Tacit Knowledge: Making the Most of What You Know Transforming Tacit Knowledge: Making the Most of What You Know

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