KNOWLEDGE MGMT | FORUMS | EVENTS | HELP | PRESS ROOM | @BRINT


About BRINT | News About BRINT | Help & FAQs | Users Guide | Advertise Here |
Welcome to the World's No. 1 Resource for Business Technology Management and Knowledge Management
@Brint.com
SEARCH [HELP]

Knowledge Management Think Tank is now: BRINT Global Knowledge Network.


Re: Curious about Knowledge Management


[ ] [ Post Followup ] [ Discussion Forums ] [ Discussion Index ]

Posted by Daan de Koning on September 23, 1999 at 15:42:04:

In Reply to: Re: Curious about Knowledge Management posted by Vaughn P. Fox on September 21, 1999 at 21:18:01:

Vaughn,
It took me some time to read your posting

You asked for my definition of KM, but you also state:
"If the process identified above is accurate, why are people focusing on knowledge instead of understanding? Whether they use KM or IM, is irrelevant…as long as they recognize where they need to place their priority of work/efforts to obtain desired results. "

I think the main difference between our ideas, is that you consider knowledge to be an abstract object, and you rank understanding as the higher, while I do not make such a distinction. We both agree on focusing on the allocation of capabilities in order to achieve results.

Do you consider identification of information requirements as THE key to succes, or as A key. I think IM is a necessary part, but not sufficient. You seem to think the same, when you write "Those capability sets will not produce desired results unless a commonly understood thought process or methodology is used to identify the proper mix of capability sets based upon command relationships, organization of the work force and the operating environment. "

And finally, my definition of KM, well, I have none.

I think it is 'ordinary' management, but in a 'knowledge intensive environment', e.g. an organization with mainly knowledge workers (who make a living with 'thinking' rather then with 'doing').

Knowledmanagement is also the way organizations handle their middle managers, who are in the difficult position that the money is controlled by top management, and the critical resource IS the 'operational' workforce self. The way the organizational games are played are different in a knowledge organization then in a product organization or even a service organization.

Haven't read many thoughts on that in this forum, what are your ideas?

Daan de Koning


Follow Ups:



Click Here to Post Follow Up in New Forums

    Knowledge Management Think Tank (New)

Subject:

Message:

[ ] [ Post Followup ] [ Discussion Forums ] [ Discussion Index ]


Download Our Articles and Interviews
[Guru Interviews] [Real Time Business Processes] [IT Adoption and Utilization] [Managing and Measuring Knowledge Assets] [The Real Competitive Advantage] [Why IT and KM Systems Fail] [Myths About Expertise Management] [How 'Best Practices' Become 'Worst Practices'] [Beyond Information Ecology to Knowledge Ecosystems] [Knowledge Exchanges and Social Networks] [Why Expert Systems Aren't Enough] [KM for E-Business Performance] [Does KM=IT? Not!] [Other Articles and Interviews]



Top of Page

BRINT: 'Your Survival Network for The Brave New World Of Business'tm
Recommended by Business Week, Fortune, Wall Street Journal, Fast Company,
Business 2.0, Computerworld, Information Week, CIO Magazine, KM World,
Los Angeles Times, New York Times, and hundreds of other worldwide publications.

About BRINT | News About BRINT | Help & FAQs | Users Guide | Advertise

Make BRINT your Start Page | | Link to BRINT | Submit Articles

Terms of Use | Privacy | © Copyright 1994-2007, BRINT Institute, New York, USA