Presentation on Knowledge Management LO17298

Gordon Housworth (
Thu, 05 Mar 1998 11:35:29 -0500

Replying to LO17277 --

At 10:30 04-03-98 -0500, Bryant, J B said:

>[Host's Note: Since everyone seems to need a KM presentation, let's create
>one here... What are the key points? ...Rick]

Analogy remains an essential tool for me to secure stakeholder buy-in and
Knowledge Management is no exception. Knowledge is transient, contextual,
and perishable. It is not a "monument," a depreciable piece of capital
equipment, familiar to most managers, and enshrined in our accounting

The analogy of an Electrical Network serves our clients well:

Knowledge/Electricity must be generated... with the implications of demand
estimation, where, how, by what means, with what inputs/fuels, with what

Knowledge/Electricity must be stored... with implications of where
(centralized or decentralized), means, transmission systems, efficiency,
periodicity to recycle/recharge...

Knowledge/Electricity must be transmitted... with implications to control
systems to identify need, transmission systems to deliver, stepdown
transformers, efficiencies, faults (spikes, brownouts, interruptions) at
regional and local levels...

Knowledge/Electricity must have regulation... with implications to
stability and quality (characteristics), gating (timeliness and

Knowledge/Electricity must have a return to ground... with implications of
feedback, applicability (new needs at new locations for new tasks)...

If you believe that your listeners can easily make the leap of analogy of
the relationship of Voltage and Amperage, you can carry the discussion to
whatever level of detail you desire. As the key is to get buy-in and
continuing support, tailor the presentation to securing just that
necessary level of buy-in lest you lose your audience.

Knowledge systems, despite all the "data aids/repositories/search tools"
now available, are still human intensive in all stages of generation,
storage, transmission, regulation, and feedback. If the human systems
(the people, the individuals - you and I) do not perceive value; or worse,
perceive a threat; they will subvert the knowledge gathering and
dissemination process.

Knowledge Management is a systemic matter that touches all aspects of the
corporation and all of its stakeholders, including suppliers and clients.
Such systemic issues touch all "chimneys" and fiefdoms, with all perils
and opportunities therein.

Best regards, Gordon Housworth
Intellectual Capital Group
Tel: 248-626-1310


Gordon Housworth <>

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