Posted by Yogesh Malhotra on June 22, 1997 at 00:42:58:

Common Pitfalls of Knowledge Management

Tom Davenport, in his CIO (June 15) article titled 'Common
Pitfalls of Knowledge Management' points out some 'known evils' of KM.
His article resonates some of the issues discussed on this forum while
suggesting some pointers for future discussion on specific issues.

As already underscored by industry case studies, 'if you build it they will
come' seems to be a more misguided assumption in case of electronic store
fronts than in case of concrete stores that hold 'non virtual' wares.
Here is Tom's pointer on balancing the technology and psychology of creating
web based people networks: "If you're spending more than one-third of your
time on technologies for knowledge management, you're neglecting the
content, organizational culture and motivational approaches that will make
a knowledge management system actually useful."

Furthermore, as mentioned in some of the threads, putting your paper based
information brochures and human resource manuals online doesn't amount
to 'knowledge.' [Reminds us about our discussion on contrasts between
data, information and knowledge]. Pretty much in concert with what
we discussed, his advice is to use the technologies to "store and
disseminate real value-added, insight-laden, wisdom-giving knowledge."

He further suggests that although KM is everyone's job, however some
persons would need to assume the responsibilities for "gathering and
editing knowledge from those who have it, paving the way for the
operation of knowledge networks, and setting up and managing knowledge
technology infrastructures."

Underscoring the need for measurement, he suggests measurement in terms
of understanding 'what KM has been up to.' In other words, if there are
some KM activities, we need to find means for suggesting the value added
by those activities. If it is not possible to set quantitative dollar
figures to justify the value-added, qualitative data may be used, however,
the key issue is the justification of those activities for the value-added.

On the issue of the A-word "access," he suggests that access is more of
a function of "attention," "appetite," and "affiliation" - motivations
for anyone to access whatever is up there in your real or virtual attic.

Finally, he underscores the need for the top management support for
sustaining the KM efforts beyond any marginal level and for making that
departmental KM initiative into an organizational player.

Tom underscores the issue of 'politics of KM,' however, it might have
helped had he also mentioned getting across the politics and suggesting
how to cultivate trust, shared vision and create dialog. Perhaps, in one
of the forthcoming articles... Tom.

Well, what do you folks think about Tom's caveats? Any other issues that
need to be answered for avoiding the 'known evils'?

• Common Pitfalls of Knowledge Management

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Follow Ups:

• Re: Tom Davenport on 'Pitfalls of Knowledge Management' Roberto Terziani 06:40:26 11/10/98 (0)
• Re: Tom Davenport on 'Pitfalls of Knowledge Management' Mezei 10:35:15 6/23/97 (7)
  • Re: Tom Davenport on 'Pitfalls of Knowledge Management' Jennifer Rosier 07:19:16 3/18/98 (0)
  • On Definitions and Non-Definitions of Knowledge Management Yogesh Malhotra 12:29:14 6/23/97 (2)
    • Re: On Definitions and Non-Definitions of Knowledge Management Mezei 15:07:17 6/23/97 (1)
      • 'Reading Between the Lines': It's All In There Yogesh Malhotra 17:05:57 6/23/97 (0)
  • Is each era's KM just behind on the cusp of chaos, tiding up the mess? Michael Kran 12:24:43 6/23/97 (0)
  • More definitions Denham 11:38:44 6/23/97 (0)
  • Some definitions of KM Michale Kran 11:23:00 6/23/97 (0)
• Re: Tom Davenport on 'Pitfalls of Knowledge Management' Michael Kran 23:08:13 6/22/97 (2)
  • On Empowerment, Informal Networks, & Informated Workplace Yogesh Malhotra 19:13:28 6/24/97 (1)
    • Re: On Empowerment, Informal Networks, & Informated Workplace Shahzeb Ishtiaq 06:40:07 11/25/98 (0)

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