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Re: Exactly my point!


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Posted by John Tieso on July 19, 1999 at 07:46:34:

In Reply to: Exactly my point! posted by P. Richard Hansen on July 18, 1999 at 06:28:04:

Richard:

Yours is an interesting perspective. The example you gave of having on the record the notes of classical composers, but no real idea of how the music was played is illustrative of the problem we all face in what has become the KM paradigm.

There are some, myself included, that believe the documentation of the steps involved in an activity assist others who, later, need to make similar decisions or take simular steps is a worthwhile effort. True, it is not always possible to understand the reasons that a person, or persons, took those steps, but, since they work, emulation is eminently perferable to recreation. over time, as others use the information, the 'knowledge', they add their own view of the steps--adding some, and changing or deleting others. That provides their contribution to the understanding of the problem or process.

Conversely, business intelligence has traditionally taken a different viewpoint. Similar in scope to that described above, buisness intelligence seeks to 'learn' how others have done business, or solved a problem that they themselves face, so that they can adopt it to remain competitive with others. However, business intelligence, as opposed to industrial espionage, seldom goes to the step-by-step root of activity--concentrating rather on higher level views.

For those of us that have spent years in business reengineering and redesign, capturing as an output the steps involved in competing an action is simply the collection of additional information on which we can then base training programs, etc. to support future actions.

To the crux of your discussions above, the approach you take in applying business intelligence to the collection of information is just as valid as the view of others who perceive that they are involved in knowledge management. I think you will find that a large number of KM advocates see it (KM) as a recognition that knowledge contained in employee heads, and eventually put down on paper, is an asset to the organization and can be managed as an asset. However, I do agree with you that knowledge not so identified and documented is not manageable or reusable by anyone other than its creator.



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