Initiatives such as personal development plans will be useful in this area, and will compliment the notion of flexibility. Dialogue is something that it is difficult to apply strategies to, except perhaps such things as having open plan offices, arranging social events, encouraging personnel to use positive rather than negative criticism, re engineering power structures etc. This is something that once again would be taken up by the business part of my proposed knowledge management solution. You had little to say on relationships, intellectual capital, recognition of knowledge-based opportunities and cultural issues. Relationships and cultural issues are something that I would put as a personnel, mentoring, management and individual responsibility, once again related to team building.
Intellectual capital is more of a problem area.
That I missed some of these areas was an oversight on my part, and the more that I look, the more that I see there are an infinite amount of potential strategies that could be used to create a solid knowledge management complete solution . I have not ever tried to enumerate all possible knowledge management strategies, but more to find an agreed taxonomy under which each group can be developed. From the extent of the area that increasing falls within business analysis the suggestion is that this needs to be broken into further parts. I would also like to make clear that I do not expect there to be just one solution to the thorny problem of creating a knowledge management taxonomy, but many. The choice of which to use will depend on the practices of the user.