Archive for October, 2011
Yesterday I tweeted that authors of a blog post about knowledge management had managed to push my buttons. I assume that in writing their piece http://blogs.hbr.org/cs/2011/10/social_media_versus_knowledge.html they researched through a number of sources. Perhaps they read the “knowledge management” literature driven by software vendors that many of us dismissed in the 90s.
If the relationships amongst social media and knowledge management interest you, read their post and the evolving list of comments. My comments follow.
I’m rarely at a loss for words, but am not even sure where to begin. I’ll keep it to 5 brief comments.
1) There is no mention of knowledge management as complex, comprehensive work that can be a touchstone for a range of activities and tools, some of which may have nothing to do with technologies and some of which may fit hand and glove with social media.
2) If knowledge management is top-down, why does so much good work happen under the radar (ideally later infused into organizations)? And–by definition–if participation in a group is prescribed it is not a community of practice.
3) Who came up with the idea that all or most “knowledge” is stored in KM efforts? Most good KM leaders and consultants perpetually steer clients away from misguided repository-heavy tactics. Solid research has taught us for decades that people go to people when they need to learn, problem-solve, and share and generate knowledge. Loved it when M. Rumizen called communities of practice the “Killer Apps” of KM.
4) What are the traditional KM techniques referenced in the post? When our advisory board designed an MA in KM over a decade ago, we put focus on leadership for engagement and shifts away from mechanistic thinking, communities of practice, narrative, story, peer assists, action reviews, social network analysis, used of social media such as wikis for collaborative work, and–yes–a small amount of emphasis on repositories for essential information, ideally with links to stories, videos, resource people etc.
5) If knowledge management were as hierarchical, mechanical and simple as implied in this post, we wouldn’t still be wrestling with the big change leadership issues (and related terminology) that comes with rethinking how organizations work. Social media use is a brilliant example of what these changes can look like. Part of the chaos comes from the as-yet-unresolved collision of past and future models of work. I think back to Karl Wiig (one of the “traditional” KM founders) and his description of KM as a social movement.