Utilizing Evidence-Based Lessons Learned for Enhanced Organizational Innovation and Change

"Lessons Learned" is a knowledge management approach for organizational learning and improved performance and productivity. However beneficial this approach is, few organizations have been able to implement the processes necessary for organizational success. Utilizing Evidence-Based Lessons Learned for Enhanced Organizational Innovation and Change links the theoretical foundation of the “lessons learned” approach with current tools and evidence-based research in support of organizational development. Outlining best practices and emerging research in organizational learning, this publication is ideal for project managers, academicians, researchers, and upper-level students looking to implement these processes into their project management cycle, particularly in the risk management and quality control processes.

Susan McIntyre is the Senior Manager, Information and Knowledge Management for Defence Research and Development Canada, where she is responsible for corporate information, knowledge transition, and publishing. Previous to holding this position, she spent 10 years as Knowledge Manager for the Canadian Safety and Security Program, which is dedicated to finding science and technology solutions for domestic security challenges. Ms. McIntyres KM interests are in meta-organizational learning, lessons learned in whole-of-government initiatives, and building communities. Her Information Management interests include tools for managing organizational memory. She takes a holistic approach to KM, which involves a balance between the creation, capture, and use of both tacit and explicit forms of knowledge. Ms. McIntyre has a MLS degree from the University of Alberta.

Kimiz Dalkir has a PhD in Educational Technology from Concordia University, an MBA and a BSc from McGill University. She is an internationally recognized expert in transfer and retention of critical knowledge. Dr. Dalkir has worked in the field of knowledge transfer for 17 years. As Global Practice Leader, KM for DMR/Fujitsu Consulting, she designed and developed KM systems for clients in Europe, Japan, and North America. Since 2002, she is a professor of Knowledge Management at McGill University at the School of Information Studies where she pursues research in intellectual capital management, knowledge taxonomies, and communities of practice in diverse types of organizations. Kimiz wrote Knowledge Management in Theory and Practice (2005, Elsevier; 2nd ed. MIT Press, 2011) which has had an international impact on KM education and on KM practice and has been recently translated into Korean and Farsi.