ABSTRACT
This chapter considers how the processes and networks within the organization will need to change to best support the Strategic Plan. Networks are in the informal systems that people set up as they learn the personality of the people and the processes that they interface with. Sometimes instead of paying for a new IT system to manage the organizational knowledge assets, it pays to leverage the social networks through which knowledge already flows. Knowledge mapping may involve developing an ontology conducting social network analysis; executing a survey; or engaging a group of people in sense-making, action research, or ethnography. There are some major outcomes involved in the knowledge mapping process. Typically, knowledge management systems are usually abstract, overly systematized, and weak in implementation. A knowledge map portrays a perspective of the players, sources, flows, constraints, and alignment of knowledge within an organization.
