In reply to Richard S. Webster:
I have noticed that the sales and marketing literature produced by KM
software vendors and the majority of consultants is quite divergent from
the academic notions of what KM may be.
Students of Knowledge Management use definitions of knowledge which don't
translate easily into software and hardware solutions. Often we refer to a
'participative' rather than 'possessive' view of knowledge. The
implication is that knowledge -- or knowing -- is something that 'happens'
in conversation and interaction.
System vendors must define knowledge as something which is machine
storable and communicable. Therefore they must use a 'possessive'
definition. 'What we know is what's in this database.' I'm sure they are
careful to hedge their bets by saying they don't claim to store all or all
kinds of knowledge. Nonetheless, they must define knowledge narrowly.
I have no doubt some of these systems will ultimately provide support for
organizations who develop a knowledge orientation. But just as a telephone
will not enable communication between people who don't want to talk, a
system will not foster a knowledge orientation. So what will?
I suggest that fostering a knowledge orientation is about creating and
empowering communities of practice, understanding of the foundations for
knowledge-sharing, respect for new ideas, acceptance of mistakes, and the
like. It's primarily about people, their needs and willingness to share
and communicate, rather than enabling systems. The systems play a role, of
course, and technology helps. But it can only helps those who want to
share and leverage knowledge.
Another, equally important issue relates to the way business value
develops out of a knowledge orientation. Typically we don't know in
advance which 'knowledge assets' will produce the next great business
advantage. So one has to ask if a system can easily facilitate the
matching of the two or three critical bits of info which will produce the
next big thing.
Robert Frost said, 'poetry is what is lost in translation.' Perhaps we can
say 'knowledge is what is NOT in our knowledge management systems.'
Neil Olonoff
Conversant Associates
Learning-org -- Hosted by Rick Karash <rkarash@karash.com>
Public Dialog on Learning Organizations -- <http://www.learning-org.com>