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Introduction.<br /> <br /> PART 1: KNOWLEDGE CONTINUITY IN THE INFORMATION AGE.<br /> <br /> 1. Knowledge Loss in the Information Age.<br /> <br /> 2. Knowledge as a Capital Asset.<br /> <br /> 3. Knowledge Continuity: The New Management Function.<br /> <br /> 4. The Knowledge Learning Curve.<br /> <br /> PART II: CONFESSIONS OF A CONTINUITY MANAGER.<br /> <br /> 5. Getting Started.<br /> <br /> 6. Six Steps to Continuity Management.<br /> <br /> 7. The Knowledge Continuity Assessment.<br /> <br /> 8. Designing the Knowledge Profile.<br /> <br /> 9. Developing K-PAQ: The Knowledge Profile Analysis Questions.<br /> <br /> 10. Developing K-Quest: The Knowledge Questionnaire.<br /> <br /> 11. Creating the Knowledge Profile.<br /> <br /> PART III: KNOWLEDGE ASSET MANAGEMENT.<br /> <br /> 12. Operational Knowledge Transfer and Acquisition.<br /> <br /> 13. Realignment of the Organizational Culture and Reward System.<br /> <br /> 14. Continuity Management in Practice.<br /> <br /> References.<br /> <br /> Acknowledgments.<br /> <br /> Index.<br /> <br /> About the Authors.

HAMILTON BEAZLEY, PhD, is chairman of the Strategic Leadership Group and former associate professor of organizational sciences at The George Washington University. Prior to his academic career, he served in various financial and strategic planning positions in the American oil industry and as president of two nonprofit organizations.<br /> <br /> JEREMIAH BOENISCH is a communications officer in the U.S. Air Force who has served on the staff of the Office of the Secretary of Defense at The Pentagon. He holds a master's degree in organizational management from The George Washington University.<br /> <br /> DAVID HARDEN is a pilot in the U.S. Air Force who has served on the Joint Chiefs of Staff at The Pentagon. He holds a master's degree in organizational management from The George Washington University.

"How can I keep knowledge from walking out the door when employees leave?" This pressing question is insightfully answered in this landmark book. Operational knowledge has never been more critical to organizational success. Knowledge loss from downsizing, imminent baby-boomer retirements, and high job turnover have created a knowledge continuity crisis that poses an unprecedented threat to organizational productivity and profits. Based on extensive research, Continuity Management solves this crucial problem of knowledge loss for managers at any organizational level by describing an effective strategy for preserving knowledge continuity between employee generations. Revolutionary in its effect, but evolutionary in its practice, continuity management is fueling a new knowledge revolution. This book is about that revolution-and how to lead it.<br /> <br /> ADVANCE PRAISE FOR CONTINUITY MANAGEMENT<br /> <br /> "The book you're holding can help you reverse the tide of 'corporate forgetting.' It explains how to manage the entire cycle of identifying, transferring, and harnessing your company's operational knowledge. And that's key because knowledge continuity is quickly becoming the new competitive battlefield. Tip the balance in your favor by reading this thoughtful book." --Mike Ruettgers, Executive Chairman, EMC Corporation<br /> <br /> "This is the first book to examine in detail the loss of knowledge caused by downsizing and turnover and the first to offer a viable solution. This break-through method for maintaining knowledge continuity between employee generations will change the corporate landscape for years to come." --Murray Martin, Group President, Global Mail, Pitney Bowes Inc.<br /> <br /> "Continuity management is the missing link in knowledge management that will mean significant increases in productivity and knowledge creation-cutting-edge thinking regarding knowledge as a corporate asset." --Newton F. Crenshaw, Vice President, Eli Lilly and Company, E.Lilly Division<br /> <br /> "The concepts presented in Continuity Management, provide essential guidance for how soldiers can leverage the Army's knowledge, so we can adapt to each new fight and win our nation's wars." --Lieutenant General Peter Cuviello, Chief Information Officer, U.S. Army<br /> <br /> "This is a topic that is at the top of the list for many organizations and Beazley, Boenisch, and Harden have provided a compelling way to address it in Continuity Management. They 'get it' that the knowledge that employees have is not just individual understanding, but is embedded within a community. Continuity Management is an insightful blend of individual and community responsibility for organizational knowledge." --Nancy M. Dixon, Organizational Knowledge Consultant and author of Common Knowledge

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