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owledge is created within the individual, and it is actionable. While organizational knowledge could certainly be considered an emergent phenomenon, the creation of knowledge and recognition of patterns at the organizational level is through people.

Once again, the process and thinking that goes into developing the models an organization uses to convey the way work gets done are just as important, if not more important, than the outcome. We'll discuss this further in the next change element on setting limits.

设立限制——Set Limits

All of the models discussed above limit the field of the possible in order to focus on a concept, facilitate a deeper understanding of that concept, and provide a mechanism for communicating that concept. We also set limits (provide focus) through developing and refining descriptions and definitions. Focusing on a concept in this manner provides the opportunity for developing new ideas, new thinking. For example, The Federal Chief Information Officer Council invited cross-agency participation, and representatives from the private sector and academia to focus on what knowledge management meant to the Federal government. The results of this partnering were a clearer understanding of the role of Chief Knowledge Officers in the U.S. government, and definition of the fourteen learning objectives for a government certification course. In essence, these learning objectives defined the scope of knowledge management for the Federal government as seen at that point in time. Limiting the scope of what was involved provided the opportunity to focus in these areas to add value to the bottom line of the organization. These learning objectives are detailed in Chapter 15.

A second example is one that might sound familiar; it has occurred in many government and private sector organizations. It is also analogous to any new change effort that the environment dictates---and management agrees---will add value to organizational effectiveness. When e-business became the leading concept of the day, in many organizations money was taken from current change efforts to fund the new idea on the block. When a new concept emerges and is either supported by senior leadership or should be, it is the change agent's task to clearly build the relationship between the new idea and current efforts to harness any synergy between new and current management focus areas. Too often, ongoing change efforts are tossed aside for new ideas before they have a chance to add value to the organization, and, eventually, as this pattern repeats itself, it is difficult for employees to take management change efforts seriously. This results in an organizational culture encouraging a wait-and-see attitude regarding all change strategies. By building on current efforts---and then fading out or merging these efforts with the new as is determined favorable to the organization over time (with employee input)---it is possible to take full advantage of new concepts, approaches, and perceptions.

A potential first step toward achieving this strategy is for the leaders of each change effort to coauthor and publish articles on the focus of each of these efforts, and how they fit together to work toward achieving the organization's mission. This process helps develop agreed-upon defi本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。