The Power of TechKnowledgy

Abstract

Knowledge can range from complex, accumulated expertise (tacit knowledge) to structured explicit content like service procedures. For most of us, knowledge management should only be one of many collaborative means to an end, not the end in itself (unless you are the corporate knowledge management director or chief knowledge officer). For that reason, KM is important only to the extent that it improves an organization's capability and capacity to deal with, and develop in, the four dimensions of capturing, codifying, storing, and using knowledge. Knowledge that is more or less explicit can be embedded in procedures or represented in documents and databases and transferred with reasonable accuracy. Tacit knowledge transfer generally requires extensive personal contact. Take for example troubleshooting circuits. While troubleshooting can be procedural to an extent, it is still somewhat of an art that pulls from experience and training. This is the kind of tacit knowledge where partnerships, mentoring, or an apprenticeship, are most effective. The most successful organizations are those where knowledge management is part of everyone's job. Tacit, complex knowledge that is developed and internalized over a long period of time is almost impossible to reproduce in a document, database, or expert system. Even before the days of "core competencies", the learning organization, expert systems, and strategy focus, good managers valued the experience and know-how of employees. Today, many are recognizing that what is needed is more than a casual approach to corporate knowledge if they are to succeed. In addition, the aging population of the baby boomers may require means to capture their experience and knowledge before they leave the workforce. There is little doubt that knowledge is one of any organization's most important resources, or that knowledge workers' roles will grow in importance in the years ahead. Why would an organization believe that knowledge and knowledge workers are important, yet not advocate active management of knowledge itself? Taking advantage of already accumulated corporate intellectual property is by far the most low-cost way to increase capability and competitive stature. These are all good reasons why it might pay to take a look at your KM usage.