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Record Nr. |
UNINA9910146120703321 |
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Autore |
Bartholomew David |
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Titolo |
Building on knowledge [[electronic resource] ] : developing expertise, creativity and intellectual capital in the construction professions / / David Bartholomew |
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Pubbl/distr/stampa |
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Oxford ; ; Ames, Iowa, : Wiley-Blackwell, 2008 |
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ISBN |
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1-282-03449-9 |
9786612034497 |
1-4443-0140-3 |
1-4443-0141-1 |
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Descrizione fisica |
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1 online resource (320 p.) |
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Disciplina |
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Soggetti |
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Building - Superintendence - Study and teaching |
Contractors - Training of |
Contractors - In-service training |
Architects - Training of |
Architects - In-service training |
Engineers - Training of |
Engineers - In-service training |
Leadership |
Electronic books. |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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Contents; Preface; Acknowledgements; Part One: Foundations; Chapter One: Introduction; Paradoxical professionals; New context, new issues; What is in this book; Chapter Two: Knowledge at Work; How we learn; What makes an expert; Varieties of knowledge; Putting the pieces together; Chapter Three: Strategic Frameworks; Starting points; Frameworks for thinking; Finding conviction; Chapter Four: The Challenges of Change; Why initiatives fail; Difficulty is normal; Chapter Five: Leadership and Other Roles; Action starts where the buck stops; Practical leadership; Other roles |
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Knowledge-conscious managementChapter Six: Knowledge Audit and Beyond; Finding square one; Audit techniques; From audit to action plan; Putting plans into practice; Part Two: Tools and Techniques; Chapter Seven: The Knowledge-Friendly Office; Environments matter; Designing the knowledge-friendly office; Workplaces for teams; Chapter Eight: Expanding Networks; It's not what you know . . .; Help from IT; Designing networking tools; Chapter Nine: Learning from Peers; See one, do one, teach one; Mentoring in different contexts; Chapter Ten: Learning from Practice |
Practice: the invisible lab and unsung teacherWindows of opportunity; Foresight: learning from invention; Hindsight: learning from mistakes - and success; Choosing cases; Chapter Eleven: Communities of Practice; Encouraging enthusiasts; Creating communities; Chapter Twelve: Organisational Memory; The indispensability of the written word; Deciding what to record, and how; Capturing knowledge; Documenting knowledge; Software frameworks; Chapter Thirteen: Personal Knowledge Management; Equipment for the mind gym; Developing personal expertise; Building a bionic memory |
Chapter Fourteen: SynergiesIT-enabled synergies: networking directories, knowledge bases and business systems; Creating and sharing knowledge: foresight, hindsight and knowledge bases; Multiple synergies: communities of practice, knowledge bases and mentoring; Part Three: Knowledge Management in Practice; Chapter Fifteen: Introduction to the Case Studies; The case studies; Recurring patterns; Chapter Sixteen: Case Study: Aedas; Starting points; MIS; Aedas Studio; Knowledge audit; Emerging knowledge systems; Commentary; Chapter Seventeen: Case Study: Arup; Starting points; Projects; Future |
CommentaryChapter Eighteen: Case Study: Broadway Malyan; Starting points; Business Process; Who's Who; Contact database; Induction process; Commentary; Chapter Nineteen: Case Study: Buro Happold; Starting points; The prototype; The final design; Assessing the results; Commentary; Chapter Twenty: Case Study: Edward Cullinan Architects; Starting points; Knowledge strategy; Commentary; Chapter Twenty-One: Case Study: Feilden Clegg Bradley; Starting points; Hindsight reviews; Yellow Pages; Knowledge base; Commentary; Chapter Twenty-Two: Case Study: Penoyre & Prasad; Starting points |
The R&D database |
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Sommario/riassunto |
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This guide shows design practices and other construction professionals how to manage knowledge successfully. It explains how to develop and implement a knowledge management strategy, and how to avoid the pitfalls, focusing on the techniques of learning and knowledge sharing that are most relevant in professional practice. Expensive IT-based 'solutions' bought off-the-shelf rarely succeed in a practice context, so the emphasis here is on people-centred techniques, which recognise and meet real business knowledge needs and fit in with the organisational culture. Knowledge is supplanting p |
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