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Eleven Deadliest Sins of KM (6) Disconnecting knowledge from its uses…
Eleven Deadliest Sins of KM
1) Having no working definition of "knowledge"
knowledge =/= data/information
2) Focusing too much on knowledge stock instead of knowledge flow
happens when knowledge is wrongly equated to information
knowledge is not an object, it flows
knowledge is inseperable from individuals
3) Thinking knowledge exists outside of individuals
Knowledge is meaningless without a "knower"
4) Not understanding the importance of a shared context
no shared context = lack of communication
no shared context = collision of individual views
5) Underestimating tacit knowledge
tacit knowledge is needed to create explicit knowledge
not understanding tacit knowledge leads to lack of explicit knowledge
managers usually know of existence but feel powerless to influence it
6) Disconnecting knowledge from its uses
knowledge imbues data with meaning
information access =/= insight
knowledge creation sometiems becomes its own end
KM needs to be focused on practical application
7) Downplaying thinking/reasoning
reasoning process has to be explicated
reasoning/thinking process itself needs to evolve
8) Not enough focus on the future
strategies are always focused on the future
risks associated with futuristic thinking stifle knowledge creation
KM needs to focus on future aspects
9) Underusing Experimentation
experimentation creates knowledge
failure to observe ongoing "natural" experiments
standardized approaches are not always preferable
10) Substituting technology for human interfacing
IT facilitates data transfer
IT can never replace person to person knowledge transfer
knowledge is a function of two meeting minds
11) Trying to directly "measure" knowledge
measure knowledge by outcomes instead
don't pursue metrics, use qualitative approaches
What to do?
reflect on knowledge as organizational phenomenon
develop shared understanding
provide discussion opportunities
identify knowledge roles
note/correct errors
go beyond facts
recognize knowledge FLOW
know your standards and your customers
analye your erros, their consequences and rectify them
be vigilant about correcting errors
analyze individual roles
open dialogue
facilitate knowledge
understand influence of tacit knowledge
experiment