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The Blind Men and the Elephant: Making Sense of Knowledge Management
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| Presenter(s):
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| Thomas E Ward,
United States Army Command and General Staff College,
tewardii@aol.com
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| Abstract:
“Knowledge Management” means different things to different people. The lack of definitional agreement is due largely to different perspectives on the subject, and different expectations for outcomes. This paper presents a three-tier domain model that integrates perspectives of knowledge management. The domain model consists of an infrastructure layer, an information management layer, and a knowledge management layer, differentiating the stakeholders and their concerns in each layer. This three-tier domain model is the basis for a three-step knowledge management implementation model, highlighting the various foci of effort and types of benefits to be gained at each of the steps. Also included is a “knowledge management process model” that illustrates relationships between information management, new knowledge generation / capture / transfer, and decision making, highlighting the different processes for handling explicit and tacit knowledge, and a unique characteristic of an effective knowledge management environment. (Word count: 142)
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Evaluating the Strategic Collaboration Model: Towards the Assessment of Mentoring–centered Succession Management Programs
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| Presenter(s):
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| Ray Haynes,
University of Louisville,
rk.haynes@louisville.edu
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| Rajashi Ghosh,
University of Louisville,
rajashi.ghosh@louisville.edu
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| Abstract:
This presentation focuses on the evaluation of the Strategic Collaboration Model. The Strategic Collaboration Model is one of the few succession management models that incorporates mentoring as a primary element in fostering leadership development and succession in organizational settings. The presentation provides a contextual discussion of organizational mentoring, and its role as a primary developmental mechanism within the succession management process. Additionally, the presentation addresses a systems-oriented program evaluation methodology for determining the efficacy of the Strategic Collaboration Model in creating effective succession management programs and developing future organizational leaders. Stufflebeam's context, input, process and product evaluation is applied to the Strategic Collaboration Model and specific program evaluative questions are proffered that can empirically test each phase of the model
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Integrating Evaluation into 360-degree Feedback: Enhancing Executive Development Training and Program Impact
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| Presenter(s):
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| Zita Unger,
Evaluation Solutions,
zunger@evaluationsolutions.com
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| Abstract:
This paper examines the role of evaluation and 360-degree feedback in executive development programs. As a long term initiative with multiple phases that must be worked into the culture of an organization. 360-degree feedback also plays a role in helping participants understand and self-reflect on strategic values and behaviors in their organization. The demonstration of leadership capability and performance, based upon the perceptions by others (such as managers, direct reports, colleagues and team members), has implications for self-awareness, professional development and measures of program effectiveness.
A case study example from a local government council will examine these issues and draw on the results of a meta-evaluation.
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Putting Product Evaluation Theory into Practice: Lessons From Two Case Studies on Efficacy of Products Designed for Persons With Disabilities
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| Presenter(s):
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| Vathsala Stone,
University at Buffalo,
vstone@acsu.buffalo.edu
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| Douglas Usiak,
Western New York Independent Living Project Inc,
dusiak@ilm.wnyilp.org
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| Sajay Arthanat,
University at Buffalo,
arthanat@buffalo.edu
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| Michelle Lockett,
Western New York Independent Living Project Inc,
mlockett@wnyilp.org
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| Abstract:
This paper summarizes methods and findings from two case studies conducted by the Rehabilitation Engineering Research Center on Technology Transfer (T2RERC) on the efficacy of products brought to marketplace for persons with disabilities. Using a theoretical framework to benchmark product evaluation where its role is to enlighten decisions of design, development and commercialization, the paper compares the evaluative procedures followed by these two different cases, pointing out implications for both beneficiaries (end users) and industry stakeholders (manufacturers). While drawing lessons from inadequate, incomplete or out-of-sequence evaluations under analysis, the paper also acknowledges barriers to translating product evaluation theory into practice, among them limited industry capacity and expertise in evaluation and limited business experience at academic centers. Making a case for a collaborative framework with stakeholder involvement to improve practice, the paper proposes a collaborative venture to overcome these barriers through academic and business partnerships in future work at the T2RERC.
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