2Know Magazine: Sharing KM Knowledge
2Know: Sharing KM Knowledge
February 2017 - Magazine No. 209
February 2017 - Magazine No. 209
Review: TL;DR

What is this? What does this term mean?

TL; DR is an acronym which stands for Too Long; Didn't read. The term is usually used as a response to a long and detailed post in social networks. It was first viewed on SomethingAweful.com in 2002 and spread rapidly throughout the internet forum-sphere. In January 2003, the term appeared in Urban Dictionary and was added to the Oxford Dictionary in August 2013. In august 2014, Facebook claimed to declare war on the 'click bait' i.e. outrageous titles meant to lure surfers to click on the link based on the minimal amount of enticing information provided. Facebook announced that they will change their algorithm in order to differentiate between 'real' links and 'fake' links meant solely to lure clickers.


In October 2014, the Israeli TL; DR Facebook page was launched in order to prevent users from entering click-baiting links by providing the readers with a summary of the article. The page administrators post the link and add the answer to the question posed by the baiting title or a short line summing up the entire ordeal thus obviating the need to click on the link.


Why am I sharing this knowledge with you?
This phrase might be used in a comment to your post/blog/article if you don't look out, and I am here to help you prevent the next TL; DR from appearing at your door.

Hereby are some tips that can help you to improve the User Experience, assuming the text cannot be abbreviated:
 Add subheadings
 Divide the page clearly using short paragraphs, each containing a limited number of lines.
 Incorporate pictures and videos throughout the text: a picture is worth a thousand words, a video is worth a million.
 Highlight important phrases or sentences (bold or yellow - don't overdo it).




Written By Michal Gil- Peretz

Knowledge Capture
Michal Gil-Peretz

Knowledge capture is a concentrated effort to capture tacit knowledge and transform it to explicit knowledge.
The capturing can take place in regard to an individual or to a group:
• Individual knowledge capture (also known as knowledge retention) is usually performed prior to the retirement or transfer of specialists.
The list of subjects the expert deals with is extensive; therefore, the process requires focusing the subjects dealt with. Thus, in order to successfully attain the good and nest practices regarding said subjects. The result, in most cases, will be a document, WIKI or site that includes this worker's accumulated knowledge made accessible for the benefit of future generations.

• Collective knowledge capture
Is usually performed at the end of a project, as part of a professional doctrine creation process or when facing a significant challenge. The essence of the process is shared structuring of knowledge from various sources and individuals. For example, following a pilot of a single year/several years in which a group experienced a new approach/solution, a knowledge capture process will be performed in order to share and structure the knowledge as well as make it accessible for all relevant workers. Knowledge is usually retrieved through instructed groups, in a format of either several groups or a single group, each representing 5-12 similar officials, such as: engineers, product managers, customers, etc. The various backgrounds of each official, his/her different circumstances in which the solution was implemented, different context and seniority, etc. all diversify the brainstorming and enable expanding and extending the knowledge beyond the narrow boundaries of each individual worker.

Hereby is a description of the process of capturing collective knowledge:
The group facilitator together with the group members predefine the subject which they intend to discuss within a called session. They then convene for wither an entire day or 3-4 meetings. The meeting starts with definition of goals and specific fields in which the members wish to intensify their knowledge. It is important to stick to the selected topic and refrain from digressing to other topics. The topics in focus are listed; this list can contain, for example, challenges on the path to setting up a solution, challenges one faces when managing day to day activity, common problems related to clients or a collection of important decisions that should be made during a project. The items on this list are grouped into main categories.
The members split into sub-teams of up to three members which take upon themselves to delve into a single item according to a ready-made template. The template may vary according to the discussed need (challenges, decisions, frequent difficulties with the product, etc). For example, if the group is discussing coping with challenges, each member shares the challenges they faced and the methods they chose to implement in order to overcome them.
The next stage is dedicated to group brainstorming regarding the material produced by the sub-groups. The outcome may have a form of a toolbox, work processes, a professional doctrine document, etc.
A decision should be made regarding the manner in which the product will be made accessible to group use "the next day".

Tips for successful capture:
• Gathering a group of appropriate size and knowledge capacity
• Preparing guiding questions
• Preparing the appropriate template for documenting the process (as mentioned above)
• Allocating instructors to pass through the groups and assist in the discussion process
• A positive and enabling atmosphere which provides prominence and focus to the process

What is the added value provided by a knowledge capture process?
• Transforming tacit knowledge into explicit knowledge
• Sharing the knowledge and making it accessible to additional organization workers
• Clarifying and intensifying the existing knowledge of each member
• Developing an organizational culture of Knowledge Management

KM Blog, Dr. Moria Levy, ROM Knowledgeware website

'Traditional' CRM deals with managing customer relations via analyzing the business activities the customers perform towards the organization, such as: customer inquiries, purchase history, etc. The interaction with these customers takes place via "traditional" channels, such as: telephone conversations, face to face meetings and emails.

 The central idea behind SCRM is generating more personal relationships with the company's customers by utilizing two central channels:

  • Monitoring the information on the messages transmitted via the social networks such as LinkedIn, Instagram, Facebook, Twitter, etc. At the root of all social networks lies the wisdom of the crowds and the consumers consulting their peers and other consumers prior and following their purchase. They seek tips, read reviews and share experiences. Therefore, organizations must invest substantial thought formulating their product promotion strategies. For example, companies can analyze scenarios in which the brand name is mentioned, problems which the service/product solves and the social and business oriented effects regarding the product while comparing them to organizational objectives and implementing appropriate business tactics. Traditional "formal" communication should still be maintained between the organization and its customers.
  • Utilization of social networks by organizations both as a means of transmitting marketing messages and a customer service tool. These tools enable customers to receive answers to inquiries presented via social networks or forward inquiries via social networks to company representatives. The system must be able to direct messages to the appropriate workers or provide an automatic response through an automatic channel. Actually, using SCRM tools can assist in managing the organization's customer service digital channels since they are a combination of a customer relations program and social media tool.

The vast power of social networks in the business sector is manifested in the following charts which show the amount of digital media consumers globally in general and social media consumers in particular.



The fact is that there is substantial potential for accessing knowledge on a wide audience using social networks. Organizations can listen to customers' needs and pinpoint consuming trends while also marketing its products and interact with customers and potential customers via multiple channels. This can contribute greatly to companies' business positioning in the current market.

In order to actualize this potential each organization must create a strategic plan and allocate the sources required in order to implement social media as a customer relations tool. For further information, read   summary of the Social Media Management Handbook.

In conclusion, SCRM is an amalgam of customer relations software and a social media tool that can utilize and manage the amounts of knowledge and interactions taking place in the social media scene for the benefit of business organizations.

Knowledge Management deals with documented information and knowledge, but even more with communication between people. Knowledge Management serves intra-organizational needs (between workers) and inter-organizational needs (facing customers, partners and other allies). SCRM is a component of the expanding world of Knowledge Management.










Written by Rom Knowledgeware
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