Try again.....some of these thoughts are not clear (articulated well for me to understand). Thanks for your imput though.

This should read, "a great deal of your success" (in the original). Take you for example: you have had a great deal of success and an equal amount of perceptive knowledge from a player/coach perspective...this, I might add, within the only game invented by the United States. Yet I find very little of that knowledge base or perception transferred to this forum. Why is this?

And regarding your last line and my subsequent comment: I am not so big to make myself so small. I should add a smilie with that last line, but it would only un-confuse you.


It always comes down to some basic principles regarding selected knowledge dimensions. One of the better concepts of this direction is from an astute fellow named, T. Beckman. Here is his summation:

• Shared, formal knowledge and expertise are the key to superior organizational performance, agility, and success.
• Explicit and tacit knowledge:
  • Knowledge must be formalized, or made explicit, to have significant value to an organization.
  • Only formalized knowledge can be represented electronically, and stored shared and effectively applied.
• Practical and theoretical knowledge:
  • Possessing both experiential and methodological knowledge is more valuable than either alone.
  • Practice should be integrated with methods and models.
  • Learning from experience is more vivid, but not very efficient. There is also a human tendency to overgeneralize from one or several experiences. When available, it may be preferable to learn from experts, books, and training. Learning from the experience and mistakes of others is often more effective.
  • "There is nothing more practical than a good theory." -Albert Einstein.
• Knowledge and Learning:
  • Balance collecting and organizing available knowledge with learning and creating new knowledge.
  • Integrate knowledge management and organizational learning to create more value to the organization than either one separately.
• Knowledge and expertise:
  • Knowledge is applying information and data to make valid inferences.
  • Expertise is superior performance in reasoning using knowledge to perform tasks, solve problems, make decisions, and learn new knowledge.

Now... granted this is somewhat a didactic approach, although no less valid. Here is another astute individual, along the same lines of knowledge principles, approached from a more comfortable setting. His name is Tom Davenport:

1. Knowledge management is expensive (but so is stupidity!).
2. Effective management of knowledge requires hybrid solutions involving both people and technology.
3. Knowledge management is highly political.
4. Knowledge management requires knowledge managers.
5. Knowledge management benefits more from maps than models, more from markets than hierarchies.
6. Sharing and using knowledge are often unnatural acts.
7. Knowledge management means improving knowledge work processes.
8. Access to knowledge is only the beginning.
9. Knowledge management never ends.
10. Knowledge management requires a knowledge contract (i.e., intellectual property issues).

Whatever happends you absolutly need to be one of the top 3 seeds. Top 2 if you can but definetly top 3. Thats a lot harder to do out West which is probably why they play with a lot more intensity.

Beyond that if you can develop your team and make it better then its only going to help.

I want you to know, I am your biggest fan (on this forum at least).