Knowledge management—an oxymoron? Indeed it might be. Knowledge cannot be managed because it is an abstract quantity. Some would argue otherwise, but eventually it comes down to the definition of knowledge. One that I tend to favor is "the sum or range of what has been perceived, discovered, or learned." However defined, we have seen knowledge management rise to its apogee in the late 1990s, and soon thereafter fall to a nadir in the new millennium. In line with the cyclic nature of our industry, knowledge management has been placed out front again. What is intriguing, however, is the variety of avenues along which corporations track that science (or is it an art?). The following are the primary tracks. Data Track. More often than not, knowledge is equated to data. While this idea is not entirely correct, data are an important cornerstone in the knowledge-management framework, and the ability to share and exchange data is a major contribution toward the gaining of knowledge. Operations Track. A critical element in any operation is that related to collaboration. Enhancing the opportunity to learn across any organization brings one closer to its optimum goals. This idea may be counter to human nature, so one might focus on developing and deploying technology and associated environments that encourage collaboration. People Track. This link is key in the knowledge-management chain because perception, discovery, and learning are "people things." It is important that people are groomed to be knowledge thinkers. This idea may be a new slant to customary career paths but is organizationally worthwhile nonetheless. The papers featured this month are good examples of each of the above tracks, providing a diverse insight into current activity in the industry at both the demand and supply level. We have all heard about the "big crew change," and we realize that it is happening. It is, therefore, refreshing to see that initiatives are in place to begin to address the challenges that such a turnover in our industry will bring with it. Knowledge Management additional reading available at the SPE eLibrary: www.spe.org SPE 95292 "Harnessing the Wisdom of Crowds—Case Study" by G. Velasquez, SPE, Halliburton, et al. SPE 95813 "Enhancing Collaboration Between Engineering and Operations—A Case Study of Alaska Work Processes" by J. Anders, SPE, BP plc, et al. SPE 99873 "The Use of Integrated Decision Making To Embed Sustainable Development" by M. Kuijper, Shell E&P, et al.