One of the great management ideas of the last fifteen years has been to make use of the knowledge that an organization has already learned. However, most businesses find that the knowledge transfer process is rarely effective, as more often than not shared ideas fail to get put to work where they can have the biggest impact.

Sharing Hidden Know-How outlines a proven process aimed directly at this thorny problem. The book shows how to scope topics, foster the correct tone, conduct a knowledge capture event, and integrate found knowledge into the organization. Developed by Katrina Pugh (an expert in business planning and knowledge-based transformation) the Knowledge Jam method is unique among innovation processes in that it uses conversation (not simply databases, tweets or threads) to capture information and context. Context improves our ability to apply knowledge toward projects that improve productivity, competitiveness and innovation.

The Knowledge Jam process is built around the disciplines of facilitation, conversation, and translation. These bring into balance the coordination, expansion, and pragmatic "pull" of knowledge into its future uses around the organization. Knowledge Jam moves things along efficiently, with a shared sense of responsibility for helping last month's or last year's insights to transform into today's innovative products, functions or regional strategies.

A practical hands-on resource, Sharing Hidden Know-How clearly shows how to define, sell, staff, launch, and evaluate a successful Knowledge Jam program. Pugh also makes a case for using Knowledge Jam as culture?of intention, openness, and stewardship?underpinning such tools of change as collaborative planning and social technology adoption.

Rich with case studies, how-to templates, and adaptations, Sharing Hidden Know-How gives leaders, facilitators and consultants a toolkit for handling today's thorny knowledge problems, and the disciplines to "jam" productively among the manager-musicians of our changing world.