Benefits of Knowledge Management
Experts get better at what they do by learning
more. Some people can only learn by trying to do things themselves, but most
people learn a lot from each other. When people share expertise fully and
openly, when they write essays, for
example, the sum is greater than the parts. Quantum leaps in knowledge can be
generated when experts collaborate. Then there is simple efficiency. Time and
other resources are wasted every time employees have to learn something through
trial and error, working in isolation. The pace of change and innovation is so
great that one person cannot do it all. When experts collaborate, progress can
be made much faster than any one employee working alone. Speed is the essence
today – speed of execution as well as that of innovation.
Problems with Knowledge Management
Some experts are not that great at
collaboration. They like to figure things out for themselves and can’t be
bothered with passing on their knowledge to others. Many such talented people
also hate the bureaucracy associated with having to document everything they
do. Then there is the old saying “knowledge is power.” Just as knowledge gives
organizations a competitive advantage, individual knowledge workers also know
that the uniqueness of their expertise enhances their marketability.
There is also the fact that pooled knowledge may
be better for efficient execution than for innovation. For example, if you want
to know how to make a sale to a client in a foreign country, it is wise to find
out what your colleagues did that worked for them. But innovation often occurs
through live collaboration rather than the accessing of stored knowledge.
Brainstorming does not necessarily tap into existing knowledge. Rather, it
creates new insights out of nowhere. Similarly, many of the greatest
discoveries in science and technology happened virtually by accident. Someone
experiments by trying out solutions on a trial and error basis to see what
emerges. Often, the unexpected results are the more interesting ones. Knowledge
management has a mechanistic ring to it that could stifle the entrepreneurial
spirit of employees who work best in a very experimental way.
There is also the common organizational culture
of functional silos where managers are territorial and want to keep the power
of their department’s expertise to themselves. Finally, knowledge becomes
obsolete so fast that it hardly seems worth the effort to capture it. Knowledge
management is still worth doing, however, despite these and other obstacles.
Ideally, it makes less sense to document everything an organization knows than
to focus strategically on the specific areas where knowledge adds the most
critical value, where it offers the greatest competitive advantage.
How to Manage
Knowledge
Several knowledge management initiatives have
failed for a number of reasons, one of which is that they are too centrally
driven. They are less interesting to potential users if they feel no ownership
for them. Communities of practice are one way around this problem. Rather than
centralize all knowledge, specific user groups or types of experts are formed
into specialized networks. After effectively localizing the management of
knowledge, the next step is to involve the users in designing a knowledge
sharing process that they can sign up to and will use. This raises the question
of the fundamental purpose of knowledge management. Is it to store knowledge
for all employees to access or is it more about sharing and collaborating in
real time?
Our educational system stuffs knowledge into the
heads of students that it thinks will be useful to them several years later.
Often, most of this knowledge is lost because students don’t feel a need for it
at the time. It has no application in the here and now for them. A knowledge
management system based on this philosophy is bound to fail. Organizations that
foster live collaboration during an actual project are more likely to succeed.
On the downside, the relevant expertise may not be captured for later use, but
the organization achieves its most important objective – to exponentially
transform the expertise of multiple experts into tangible competitive
advantage.
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