1. Personal Content Management (in lieu of large, centralized repositories)
2. Simple Virtual Presence and Enabling Conversations (to facilitate interaction in CoPs)
3. Environmental Scanning and Sensemaking (adding meaning, sense and value to information)
4. Professional Research Capacity and Risk/Opportunity Assessment (going beyond search)
5. Just-In-Time Canvassing (getting approximately right answers in real time)
6. Story Crafting, Story Telling, Story Collecting and Story Recording (conveying information in context)
Pollard goes on to say:
I see the role of Knowledge Management and of Information Professionals in the 21st century as facilitating the development of these skills and introduction of these processes and tools in their organizations. I'm not sure what we call it. Probably not KM. I've referred to it as Personal Knowledge Management (PKM), Work Effectiveness Improvement, Personal Productivity Improvement (PPI) but none of these accurately encompasses the six enabling roles above. Maybe we should call it Working Smarter, and staff it with a cross-functional project team with a five year mandate to measurably improve these six capacities in organizations.Based on what I've heard from colleagues in other law firms, most firms have not yet invested in all these areas in a systematic way. Most law firms don't have cross-functional project teams addressing these issues and we aren't collecting the metrics required to assess improvement in these core competencies. Are law firms so different from other organizations that we don't have to bother with these core competencies or are we just slow starters? Given the lure of working smarter, it's surprising that law firm knowledge management hasn't been at the vanguard of KM 2.0.