With Pawlenty's 2012 presidential ambitions, the RNC can promise campaign support in exchange for a delay in the current senate seating. The RNC has some debt to pay with Pawlenty.
Karl Rove stepped in before the senate race in 2002 and asked Tim Pawlenty not to run and let Norm run for the senate seat ( NY Times - Oct 10, 2002). Coleman has been known to be a good Republican and follow the orders from the White House. Coleman is deep in debt and is vulnerable to people with a financial solution. He is now following the RNC directions in exchange for a cushy lobbying job on K street. The article stated that Norm Coleman may no longer be trying to win the lawsuit and may have determined that his political career is over. The article that triggered these thoughts was written in The Huffington Post. Some of the Republicans are stating the lawsuit could take years to conclude. The bottom line - The Republican Party is supporting an action plan to draw out the election lawsuit as long as possible, so that Frankin does not get seated. All the knowledge acquired during a project cannot be captured explicitly, part of the knowledge is tacit.Īfter reading an article about Norm Coleman's suspected intentions, I believe I have all the pieces for a good conspiracy story, or at least a cynical story. And why do cross-functional project teams work? It is because it is a very good way to manage tacit knowledge - you must have engaged people to carry the tacit knowledge from one group to another along the project path. For example, converting a product idea into a requirements document and then send it to engineering, without marketing engaged in the process, will result in a project that does not meet expectations.
Using best practice explicit knowledge management techniques (documents, db, procedures) to manage tacit activities is the most common mistake. However, tacit knowledge management is not well understood and how it relates to innovation. Some organizations execute better than others, but most know what should be done.
Mythoughts and explorations blog how to#
In my experience most people are familiar with how to use explicit knowledge management to achieve operational excellence. Both innovation and operational excellence are required for a long lasting organization. Activities that are high in tacit knowledge are related to innovation and activities that are high in explicit knowledge are related to operational excellence. I feel that tacit knowledge management is the least understood secret to successful companies, products, and projects. Tacit and explicit knowledge are not separable. An activity can involve knowledge that is on a gradient from tacit to explicit. Explicit knowledge is knowledge that is easy to tell someone and is captured in documents, databases, procedures, etc. Tacit knowledge is related to intuition and is built on experience. Tacit knowledge is knowledge that is difficult or impossible to tell to someone. Affective tacit knowledge management requires face to face meeting and working close, in the same location, to foster innovation. It is still important to meet face-to-face to be successful. In this day of Skype and GoToMeeting, Florida says that what matters is working together in the same place. Now in his new book " Who's Your City?", he talked about how a few locations produce the lion's share of innovation. He wrote in the "Creative Class" about how certain communities foster and welcome new businesses. The public reaction to the Award has been incredible, and once people see the connection they tend to think differently about tools like FrontlineSMS and their place in the world.Richard Florida has come out with another book that indicates affective " Tacit" knowledge is the key to success. As mobile technology continues its global advance, figuring out ways of applying the technology in socially and environmentally meaningful ways is a kind of 21st century exploring. Almost all of the other Emerging Explorers are either climbing, diving, scaling, digging or building, and what I do hardly fits into your typical adventurer job description.
On reflection, it was a very bold move by the Selection Committee. Not only that, but I also had to get my head around what on earth my work had to do with exploration. Of course, I thought it was spam.īecause the nomination and selection process for these Awards are entirely confidential, I still don’t know to this day who nominated me. The email was from National Geographic, and it carried news that I’d been named an “ Emerging Explorer “. I’d had a long day in London, and was staying over for an early start the following morning. I’d just received the email completely out of the blue. It was early evening, 14th October, last year.
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