for sustainable advantage
of knowledge & intelligence
|Knowledge management addresses how ideas, information and intellectual
property are developed, disseminated and deployed within an organization,
or between organizations.
In an intelligent organization, the complementary capabilities of people
and technology are deployed to the full. We support both technological
and organizational aspects of managing knowledge.
||Connect Knowledge Management with Business Value
||Asset Management of Knowledge
Knowledge LifeCycle - Depreciation
||Connect Knowledge with Practice
||Embed Knowledge in Products and Practices
Refresh Knowledge from Practice and Practitioners
||Use Technology Wisely
||Technical Infrastructure for Knowledge Management
||Fixed Decomposition of Knowledge
||Component-Based Knowledge - Compartmentalization - Specialization
||Firm Attachment to Knowledge
||Regarding knowledge as an end in itself. Refusal to let go of knowledge.
||Knowledge Leakage and Depreciation
||Shelf-life and spoilage. The angels' share.
||Products over practices.
In our work with a large technology company, we found the following symptoms
of poor/absent knowledge management.
Blocks in information dissemination. Islands of good practice, not spread
throughout the organization.
Blocks in knowledge incorporation. New ideas not getting into training
materials and methodology, not getting productized.
Loss of competitive advantage, especially in services.
Barriers to Knowledge Sharing
Some kinds of knowledge sharing are easier to get than others. In most
organizations, there is an improvement ceiling: you cannot even think of
going any higher/better than this. External consultancy is usually required
to recognize the existence of this ceiling, and to help raise the ceiling.
Interpersonal conflicts can also get in the way of knowledge sharing.
In the run-up to Year 2000, we were working with an organization that employed
a high proportion of contractors on a millennium compliance programme.
These contractors had been informed when they joined the project that they
were expected to work as if on a production line. But it was clear that
any ideas for making the process more effective or efficient would be discouraged.
The main source of this discouragement was those staff who had been working
there the longest (typically in project leading / supervising positions),
who may have felt most threatened by this influx of contractors with their
potentially disruptive ideas.
Disconnects in Organizational Learning
A model of organizational learning has been developed by the Center for
Organizational Learning at the MIT Sloan School of Management, showing
the connexions between organizational learning and individual learning.
Kim's model is a statement of an ideal learning system; real organizations
typically fall short of this ideal at many points, where individual learning
fails to connect into organizational learning. Kim identifies seven such
disconnects, of which the first four are derived from March & Olsen.
Source: D.H. Kim, 'The link between individual
and organizational learning'
Sloan Management Review, 35 (1), Fall 1993, pp 37-50
||An individual learns something, but does not have the
opportunity to convert this knowledge into action, because she does not
have access to the relevant activities and resources.
||The individual affects organizational action in an ambiguous
||The link between organizational action and environmental
response is severed. Thus, actions are taken, responses are observed, inferences
are drawn, and learning takes place, but there is no real basis for the
connexions made between organizational action and environmental response.
|Learning under ambiguity
||The individual affects organizational action, which affects
the environment, but the causal connexions among the events are not clear.
Operational learning without conceptual learning.
||No process to extract lessons from situation
||No process to convert individual knowledge into collective
||Collective action not based on collective knowledge
This page last updated on December 13th, 2001
Copyright © 1999-2001 Veryard Projects Ltd