Posted by Joseph Murphy on December 18, 2002 at 09:07:34:

In Reply to: How to realise KM in Critical Incidents Mgmt posted by Peter Troxler on December 18, 2002 at 05:31:40:

Peter... you're in luck!
I happen to have, well, a very long association with the military...! Can you imagine how much a modern military relies upon knowledge in critical incidents? Fire fighting is not that much of a stretch for me 'cause I've also done business work for them!
The overall strategy is the key. It never starts out as a KM strategy. It really is about capitalizing on strengths and minimizing weaknesses. KM, in todays modern setting, is a key, but it's not the only one! Thus KM becomes an essential input. If KM becomes a stand alone project, we may not understand how it fits, or impacts, with the overall strategy. So... better to get the overall mission in sight. Then develop KM to improve.

I'm currently developing a model which looks at KM as part of 'organizational capability' vice 'performance'. As one can imagine... in a military setting, one rarely gets to perform in a real setting. So, much effort and resources are expended in the 'being prepared'. In firefighting, as in war, I don't think we can be prepared for everything...! But having a strong KM program that blends with your overall strategy can certainly allow you to go into battle with your eyes and ears wide open! And it clearly provides advantages over 'the enemy'! What d'ya thing?
Joe :o)

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Follow Ups:

• link capability & performance peter troxler 07:28:00 12/19/02 (3)
  • Re: link capability & performance Joseph Murphy 10:01:13 12/19/02 (2)
    • Re: link capability & performance Lauri Gröhn 11:45:58 12/19/02 (1)
      • Re: link capability & performance Joseph Murphy 13:14:23 12/19/02 (0)

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