2Know Magazine: Sharing KM Knowledge
2Know: Sharing KM Knowledge
March 2021 - Magazine No. 258
March 2021 - Magazine No. 258
Written By Michal Gil- Peretz

We all saw lengthy, not easy to read or understand procedures of work.

Things can be performed differently, and it depends on us.

So before writing a procedure, it is best to dedicate some time to pre-planning the writing to attain the procedure's ultimate goal which is to be able to implement its content. This requires the procedure to be legible and comprehendible and present the information it contains clearly.

Make sure to adhere to the following principles:

  • The procedure must serve its purpose. You should therefore dedicate time to defining the goal clearly and refrain from overtly general descriptions.
  • The procedure should be written clearly for the user to understand and implement it.
  • The information in the procedure must be compatible with government rules and regulations. Make sure the content does not clash with the law.
  • The information must be written in a way that can only be interpreted as the writer intended.

How is it performed?

Here are a bunch of tips for optimal procedure writing, complete with examples of what to avoid:

Style and wording:

  • Generally, the writing should be clear and both comprehendible to the reader and professionally, precisely written.
  • All sentences must include clear subjects and objects- who is doing what, when and how.
  • Refrain from passive phrasing as much as possible.
  • Refrain from using acronyms, unless when used as conjunctions or as a convention.
  • A procedure is a document calling for action, and so most instructions are numbered. Numbering generates a hierarchical order and internal organization and allows simply directing to a specific instruction.
  • Use correct grammar and punctuation.
  • An underline is a textual convention for a hyperlink and should therefore not be used for emphasis. Use bold or color for these purposes, instead.
  • It is best to refrain entirely from using italics which render the resulting text illegible.

Terms and definitions

  • Make sure that the terms featured in the procedure are listed in the appropriate chapter and that terms not listed in that chapter do not appear.
  • Ensure that the terms are defined in wording appropriate for the procedure in a manner easily understood by users.
  • Refrain from a dictionary-like description and ensure the description provides the reader with added value.
  • When writing the terms' definitions, refrain from including operational instructions, which should appear within the procedure's text and not in its terms chapter.


  • Ensure uniformity of all functionaries listed in the procedure's position's definition.
  • Ensure all functionaries appear in the authority and responsibility chapters. Furthermore, make sure to maintain uniformity when describing functionaries' fields of responsibility throughout the procedure.
Written By Sarit Bain

Working Out Loud is a method developed by John Stepper designed to utilize social networks as a regular work tool. The method instructs how to develop a relationship that can assist in attaining goals, developing personal skills and learning new subjects.

According to the method, instead of generating 'networking', we should invest in relationships and developing long-term beneficiary ties and sharing our accumulated experiences. Long term investment generates trust among people and enhances the sense of connection which in turn increases the chance for collaboration and mutual help.

When we Work Out Loud, we gain access to more people, knowledge and beneficial opportunities and are therefore more efficient. Furthermore, our expansive relationship network provides us with a stronger sense of control, ability and connection. According to Stepper, the gain is double as we enjoy stronger motivation to learn, develop and gain personal professional value and our organization benefits from the collaboration and innovation.


The method's principles

  1. Setting up a professional social network- how to generate a network of deep, meaningful relationships with people. The network must be based on trust, and can therefore provide real value.
  2. Visibility for the work you are doing- building a reputation, collaborating with as many interfaces as possible to produce a better product, expanding professional circles and receiving as much feedback as possible regarding the work performed.
  3. leading with generosity- giving should be joyful and altruistic. It should manifest in a true interest and appreciation of their interests and active listening, including question asking, to provide them with a sense of importance.
  4. Improving- the basic assumption is that there is no right or wrong since we are all in the midst of a constant process of improving our abilities. the method focuses on the process rather than the results. Therefore, it is important to allow mistakes to occur, seek help when a problem arises and focus on our personal progress rather than comparing ourselves to others.
  5. A clear goal- choosing a simple and clear goal makes it purposeful, thus directing us whom to choose to generate a relationship with and what contribution do we being to it. In order to define a goal optimally, ask questions such as: what am I trying to attain? Who is related to my goal? How can I benefit people by enhancing our relationships?


Work Out Loud Circles

Work circles are groups of 4-5 people helping each other to generate Work Out Loud habits. The group members meet for 12 weekly meetings for an hour, each meeting consisting of each member choosing a goal after which the members practice constructing a professional social network which may promote the defined goals. Meetings can be either virtual or frontal.


In conclusion, by investing in relationship development and long-term beneficial relations with a large number of people, anyone can attain their goals, develop personal abilities and provide more value to the organization in which they work.

Written By Elad Piran

Our world is constantly changing, whether or not we’re aware of these changes. In the year 2020 we were all aware how Covid19 affected us as a game-changer in most areas of our life, including our profession. In light of the situation and the changes this year caused we all learned to work remotely using new tools for communication, for exchanging information and managing projects. Our Employee Experience (EX) has gone through a significant change.

Now, in 2021, we await this ordeal to be done with. However, some changes we’ve adopted will probably become permanent. Let’s wait and see!


Microsoft is a market veteran, and many of us have been using their tools and products for many years: Windows, Office, SharePoint, etc. In recent years, Microsoft has been investing much effort in UX and EX by developing new products, communication and remote working tools, etc. For example, transferring most of their tools to the cloud (SharePoint, Office 365, etc.) and launching new tools such as Teams.


And here comes something new: Microsoft Viva. An exposition (published February 2021) titled ‘Microsoft Viva: Empowering every employee for the new digital age” describes the thought process that led Microsoft to creating this hybrid work environment for the new worker.

What is Microsoft Viva?

Microsoft Viva is a hybrid work environment that includes communication, insight, learning, knowledge, resources and tools for workers to generate a better UX and higher quality work environment for the worker and the organization, one that encourages ongoing excellence, learning and improvement.  


The Viva work environment is based on the cloud’s Microsoft 365 environment and is connected to the tools currently in use such as Teams and the cloud’s Office 365 apps.


What do we get from Microsoft VIVA?

Microsoft is discussing several VIVA modules currently being planned and claims that others will appear in the future, too. Those exposed to date are the following:

  • VIVA connections: this module is designed for communication between workers and the organization. Via Teams links to all organizational means of communication, information and knowledge; it essentially turns the worker’s personal feed into their personal portal to all organizational content according to the worker’s preferences.
  • VIVA Insights: this module is designed for the worker’s personal efficiency, combining organizational analytic tools on an individual workers’ level, assessing their performance and usage patterns at work in order to improve the worker’s work time. A manager is provided insights as well as a dashboard for managing their team.
  • VIVA Learning: this module is designed to incorporate personal professional learning into workers’ daily routine and create a more meaningful learning organizational learning culture. This is attained by incorporating a personal learning environment for the worker through intra-organizational courses and referring to recommended external sources of information for further learning.
  • VIVA Topics: this module is designed to organize, catalogue, and publish the field of expertise and those experts in these fields in the organization by cataloguing and distributing the organization and its workers’ expertise via AI to improve the accessibility of organizational knowledge and information to all workers. Furthermore, the recommendation feature includes experts from external sources of information.

In conclusion, the VIVA Microsoft Vision is a promising one, as it seems to redefine the term One Shop Stop for workers and organizations and take our UX and EX to another level. I personally am curious to try the new tools and see how they contribute to my personal Experience.









Written by Rom Knowledgeware
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