Quoth

While practices are useful tool for helping a person to fulfill a great need in him/her (the need to work), the person can encounter problems while s/he copes with the demands of his/her practice (various goals and/or roles) along with observations that the person lacks motivation to adopt the practice, blindly follows the practice, or worries on how to manage and make his/her practice work. By reason of, s/he knows that it requires purpose, adequate information about how to adapt the practice, and hard work - the pressures of the job - at maintaining an appropriate work/life balance.

I believe The above problems will create NOT better results. Necessarily, the person must learn and understand the practice in part by fluency with it and in part by direct experiences, sound investigative methods, and through his critical discernment and reasoning. Think that person will need to have a better look of all his skills sets to manage his/her practice, self, emotions, and etc. Can s/he cope with the demands of his/her practice?

Think the above question can be answered by a framework (self-assessment and improvement plan) that could empower the person to cope with the demands of his/her practice. By adopting the framework, self-assessment will allow the person to discern clearly his strengths and areas in which improvement can be made.

Moreover, framework adoption is a strategy for developing, achieving, and improving the necessary areas of any effort (practice) with the assumption that the locust of control is in the person.

Talking about self-assessment, it is a comprehensive, systematic, and regular review of a person’s activities. It can help the person to:

* identify practice, develop a case for change, create readiness for action, and track performance;
* codify or write-down transmit tacit knowledge-the know-how; and
* work more effectively by applying it rigorously.

Connecting Practice is maintained to develop and serve as a practice program resource blog that identifies, promotes, and shares a running log of free practice materials, procedures, tools, trainings, and metrics for organization and people in creating common education.

Currently, Connecting Practice is progressing in the hope of arriving at a solution to disorder (hurdles and deterrents - a problem of cultural domination in learning, sharing, and improving our practice) characteristically below:

1. A culture that values personal technical expertise and knowledge creation over knowledge sharing. This is rampant in engineering and knowledge-based organizations, such as consulting and research firms.

2. An organization who disintegrates into a group of isolated camps With little incentive or lack of need or responsibility to share knowledge and/or practice with others. They promote “silo” thinking and hoard knowledge and/or practice, in which locations, divisions, and functions focus on maximizing their own accomplishments and rewards. Their question, “why should I share my knowledge and/or practice?”

3. An organization who allows or rewards not the people for taking the time to learn and share and help each other to improve knowledge and skills.

4. A leader who demonstrates the “not-invented-here” syndrome - it is the lack of experience learning from outside one’s on group - or refuses to bring in new ideas committed to an obsolete practice which once made the group successful, but which now threatens to sink it. S/he is unable to innovate or even reinvent the practice.

5. People who lack of contact, relationships, and common perspectives among others who don’t work side-by-side. [It creates interaction patterns with little incentive to cooperate, collaborate, share information, or team up to pursue mission-critical outcomes.] In most organizations, the left hand not only doesn’t know what the right hand is doing, but it also may not even know there is a right hand.

Moreover, the owner of Connecting Practice is building collaborations with target audiences who can help him make the message reach organization and people. This includes inviting them to provide him with their inputs (comments, suggestions, etc). You may click the Work Plan link in the sidebar for more details.

Come and join “Connect With People Supporting Connecting Practice” Facebook Group at: http://www.facebook.com/group.php?gid=10104218671

In this study, the knowledge management tool adoption serves as the independent variable, while the validity and reliability of strategy is the dependent variable. The shortcomings and difficulties in strategic planning, which serve as the intervening variable, may affect the validity and reliability of strategy, but a person’s better understanding and action could help him/her achieve the validity and reliability of his/her strategy.

Moreover, by adopting the knowledge management tool for achieving a purpose, a person may assume that the validity and reliability of his/her strategy will lead him/her to improve his/her performance, practice and outcome.

Furthermore, the knowledge management tool adoption offers exciting possibilities based on the following characteristics:

1. It is an “on-going” process.
2. Social order has a chance to emerge.
3. It can contribute towards the evolution of strategy to its final shapes and forms.
4. The knowledge management tool can prove critical when a person have real responsibilities to meet.
5. With careful analysis, a person can better respond to the uncertainty of people and/or company disorder.

The diagrammatic representation of the conceptual framework below shows the expected flow of relationship between variables.