Radical Knowledge Management: Using Lessons Learned From Artists to Create Sustainable Workplaces.

Stephanie Barnes

doi:10.3389/frai.2021.598807

Abstract

This study weaves together research that has been published over the last 20 years and creates a narrative about how we can change our organisations so that they are fit-for-purpose in the 21st century. Using knowledge management as the starting point, the question “How do we move forward in a sustainable, holistic way to create organisations that are healthy and balanced among social, environmental, and financial performance (triple bottom line)?” needs to be answered. This brand new form of knowledge management is called radical knowledge management (radical KM).

Highlights

The objective of this study is to review the existing literature1 and combine it with the author’s anecdotal observations to make recommendations in support of changing people’s behaviours and attitudes so that our organisations transform to be successful in the 21st century
We must use critical thinking, reflection, and resilience in a sustainable way to continually adapt to the volatility, uncertainty, complexity, and ambiguity (VUCA) in our environment—these practices are the underpinnings of knowledge management
This study provides the basis for a step towards embracing radical KM

Summary

Stephanie Barnes *

This study weaves together research that has been published over the last 20 years and creates a narrative about how we can change our organisations so that they are fit-forpurpose in the 21st century. Using knowledge management as the starting point, the question “How do we move forward in a sustainable, holistic way to create organisations that are healthy and balanced among social, environmental, and financial performance (triple bottom line)?” needs to be answered. This brand new form of knowledge management is called radical knowledge management (radical KM).

INTRODUCTION

SUSTAINABLE BEHAVIOURS AND LEARNING FROM OTHERS

LEARNING LIKE AN ARTIST

USING ART TO TRANSFORM PEOPLE AND ORGANISATIONS

Findings

CONCLUSION