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: Knowledge Elicitation & Resistant Culture


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

Posted by Richard on December 19, 1999 at 06:18:17:

In Reply to: Re: Knowledge Elicitation & Resistant Culture posted by al.taylor on December 17, 1999 at 05:42:13:

Taylor,

I have a much better question to ask!!!

What cultural problem are you refering to?.

Your mr. Wilf here seems quite convinsed that there is a problem in getting people to share their knowledge, and that this is the big issue in the "culture debate".

I have been dealing with organizational cultures for more than a decade now, and I have spend the last couple of years doing research in companies on "knowledge" sharing.

I have never (never) encountered problems with willingness to share "knowledge". It seems though that it has turned out to be a convention among KM practitioners that this is the case.

In order to get in to the real problem about "knowledge" sharing, you have to lay a completely different perspective!.

Here are some of my facts of findings:

- You cannot share knowledge, but you can share information.
- All information is political, everything you say or write has a political aim or purpose.
- Any organization has several cultures and subcultures.
- These cultures are shared communities of practice, that are constructing isolated knowledge locally.
- Basic understandings in one community are hence different from the basic understandings in another community in the same organisation.
- Differences in basic understandings makes it difficult to communicate between different communities.
- You cannot merge cultures, they reproduce themselves and they only change fragmentally over time.
- KM is about managing multiple cultural patterns.
- Information technology is a tool you can put into use when you are capable of doing that, but it cannot help you do it!.

Having all of you to understand this is a hopeless task, and my only hopes are for you to start thinking about this and consider it possible.

This is my perspective and my results are highly recognised among companies like Nokia, Ericsson and parts of IBM.

BR
RIchard


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 Enterprise Business Processes] [IT Users Motivation] [IT Users Commitment] [Commitment and Motivation] [Inquiring Organizations] [Social Influences] [Customer Relationship Management] [Supply Chain Management] [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