Approximately a month ago, I published an article that discussed defining Knowledge Management differently than the definition commonly found in various sources. In this article I wish to continue my journey, titled "Knowledge Management in our lives". I will discuss additional components of the field and how they manifest in our day-to-day lives, namely: sharing, development of new know

"Think Again - The Power to Doubt" by Adam Grant is a book that discusses the need and tools for questioning and thinking again. It offers recommendations for individuals as well as for collective thinking. Furthermore , it suggests some tools for persuasion of others. The book is educational, innovative, and not surprisingly has reached the top of the New York Times bestseller list. It includes many examples and stories, and is highly recommended for personal and professional growth.

Miller's 1956 paper on the limits of human working memory suggests that our short-term memory can process only a few items at once. This has implications for knowledge management, including constructing lists and menus that adhere to the 7 ± 2 rule. Examples of implementation include grouping items by category and limiting the number of subjects/buttons on each internet page.

The article describes how a government office in Israel managed their knowledge during the COVID-19 crisis, adapting to an emergency routine and distributing information via WhatsApp, social media, and their website. They also emphasized the importance of documenting information and organizing knowledge regularly, not just during crises. The article provides insights for future crisis management, including appointing a single worker for communications and preparing a rolling file for updates. The author concludes that crises offer opportunities for developing new solutions and evolving.

The book "ThinkerToy: a handbook of creative thinking ideas" is a book written by Michael Michalko. The book was originally written in 1991, and a current version was published in 2006. The book discusses and presents a collection of tools for developing creative thinking. The tools offered in the book help a person to practice at all levels - from preliminary mental development, through infrastructure and preparation, through the development of ideas in peak and routine meetings, to the examination of ideas after they are formed. Some are suitable for groups, and some are personal.

With the rise of social media and content creation, organizations are turning to employee-generated content (EGC) to increase brand exposure and improve intra-organizational communication. While there are challenges such as quality control and resources, EGC offers a unique perspective, authenticity, and improves worker engagement while saving on research. To make EGC work, organizations need to formulate a strategy, define guidelines and control mechanisms, give workers the tools, and encourage them to generate content that serves them. Using simple technologies familiar to workers can also help create higher-quality content.

The Knowledge Management Global Network course focuses on the difference between working in teams and true collaboration, which involves joint decision-making. Successful collaboration requires management and results in better outcomes, becoming a part of the organizational and personal DNA. The course involves 105 participants from 17 countries led by Olga Smirnova.

The Knowledge Management Global Network collaboration course session 2 focused on the four key success factors of collaboration: people, culture, gravitation, and productivity. Tips include building trust, learning from mistakes, investing time and passion, using digital tools, and using knowledge assets as input for successive initiatives to improve collaboration efficiency and effectiveness.

Actual collaboration was practiced in the KM Global Network course, highlighting differences between joint work and collaboration. Challenges include building trust, language and cultural differences, and discomfort with irregular communication. Collaboration takes more time than estimated but enables systematic synergy towards better objectives. Be patient and enjoy the process with a smile.

This article discusses the importance of Knowledge Management in football clubs to achieve success. Financial investments and signing better players do not always guarantee success in the field. The article emphasizes the need for a wise financial investment supported by scouting and analysis to identify players that might suit the club professionally and economically. It highlights the importance of appointing a Sports Director responsible for leading the club's strategy and philosophy and decentralizing any central power. The article also emphasizes the significance of collecting and analyzing data on players and sharing the knowledge with other club personnel. Methodical Knowledge Management can lead to more intelligent and data-based decisions and a more prosperous future.