Abstract
It seems obvious that management activity, especially in the traditional understanding of the concept, has to rely on a clear concept of its `target' or the `object' that is to be planned, organized, led and controlled. Nevertheless, this does not apply to the management of knowledge — or should I say to the management of knowing; or rather to the management of the generative dance between those two concepts? Knowledge, knowing and their interplay, have been dealt with quite differently throughout history and in different cultures. Does it make sense to dive into the `philosophical morass' behind attempts to clarify a concept of knowledge that so easily escapes our definitional grip? Or should we live with a fuzzy notion in knowledge management? The latter is supported by the article. However it juxtaposes `enlightened' fuzziness, inspiring creative search to dogmatic certainty and exclusion, which increase the danger to sink intellectual and financial capital into dead ends.
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