LEADER 05759nam 2200757Ia 450 001 9910877841603321 005 20200520144314.0 010 $a1-282-03449-9 010 $a9786612034497 010 $a1-4443-0140-3 010 $a1-4443-0141-1 035 $a(CKB)1000000000722791 035 $a(EBL)416373 035 $a(OCoLC)438702139 035 $a(SSID)ssj0000115736 035 $a(PQKBManifestationID)11139944 035 $a(PQKBTitleCode)TC0000115736 035 $a(PQKBWorkID)10026258 035 $a(PQKB)11769112 035 $a(MiAaPQ)EBC416373 035 $a(EXLCZ)991000000000722791 100 $a20080320d2008 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aBuilding on knowledge $edeveloping expertise, creativity and intellectual capital in the construction professions /$fDavid Bartholomew 210 $aOxford ;$aAmes, Iowa $cWiley-Blackwell$d2008 215 $a1 online resource (320 p.) 300 $aDescription based upon print version of record. 311 $a1-4051-4709-1 320 $aIncludes bibliographical references and index. 327 $aContents; 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 327 $aKnowledge-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 327 $aPractice: 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 327 $aChapter 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 327 $aCommentaryChapter 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 327 $aThe R&D database 330 $aThis 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 606 $aBuilding$xSuperintendence$xStudy and teaching 606 $aContractors$xTraining of 606 $aContractors$xIn-service training 606 $aArchitects$xTraining of 606 $aArchitects$xIn-service training 606 $aEngineers$xTraining of 606 $aEngineers$xIn-service training 606 $aLeadership 615 0$aBuilding$xSuperintendence$xStudy and teaching. 615 0$aContractors$xTraining of. 615 0$aContractors$xIn-service training. 615 0$aArchitects$xTraining of. 615 0$aArchitects$xIn-service training. 615 0$aEngineers$xTraining of. 615 0$aEngineers$xIn-service training. 615 0$aLeadership. 676 $a624.068 676 $a690.071 700 $aBartholomew$b David$0460890 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910877841603321 996 $aBuilding on knowledge$94191085 997 $aUNINA