The need for organisations to incorporate learning and the sharing of knowledge is becoming more evident. You only have to look as far as Adidas’ Group Learning Campus, or Tesco’s Knowledge Hub to find examples of necessary and effective Knowledge Management.
Rooven Pakkiri, author of Decision Sourcing:
‘80% of the knowledge in organizations is in people’s heads, and undocumented.
If companies are making decisions based on 20% available knowledge, then it follows that the quality of decisions will be imperfect and poor. The rise of social networking tools and the resultant shift in collaboration culture – now provide companies with a new way forward for Knowledge Management.’
Anne Marie McEwan, author of Smart Working:
‘Managing knowledge effectively in 2015, your own as well as creating the conditions for knowledge discovery and sharing across enterprise boundaries, has suddenly become more of an imperative than it has ever been. Linked to a number of trends, knowledge is becoming more technically, socially and organisationally complex.
My top tip? Most knowledge circulates off-radar and within informal social networks. Nurture your personal social network, and encourage others to do likewise. It is your life support system and your search engine. Encourage people to connect within and outside your organisation. You, your colleagues and the enterprise will benefit.’
Paul Miller and Elizabeth Marsh, authors of The Digital Renaissance of Work:
‘As everything we know about how work works is being reinvented – from where we work, to how we lead, and how we prepare the next generation for work – knowledge management is an ever more critical competency to enable people to share knowledge and collaborate fluidly and continuously inside and beyond our organisations.
Knowledge management professionals need to key into the new “digital work ethic” that is replacing old Industrial age notions of working in our organisations. It implies a shift from work as duty and drudgery to work as passion and fulfilment, with the digital workplace enabling us to fashion our working lives more in the manner of an artisan.’
Cyril Kirwan, author of Making Sense of Organizational Learning:
‘In organisations, learning can and does occur spontaneously, unintentionally and informally in all sorts of situations. Having the (knowledge management) systems, practices, routines and relationships in place to capture and disseminate what can be learned from these experiences facilitates and sustains organisational learning and thus organisational success.
Hire and promote individuals with really good people management skills. They will create conditions where knowledge (particularly tacit knowledge) is more easily created and disseminated throughout their area of responsibility and beyond.’
Mingde Wang, author of Comparative Causal Mapping (due to publish in April 2015):
‘Successful decision-making usually requires leaders to cope with as much complexity and bias inherent to their own knowledge systems as the uncertainty about the intentions of others.
Causal mapping offers a promising quality-controlling mechanism for making decisions in complex and uncertain environments. A systematic access to decision-relevant beliefs not only helps organizations to avoid the psychological pitfalls that often plague the process of strategic reasoning, but also facilitates a better estimate of the full potential of choices by other parties involved.’