Knowledge Management: More Than Just Know-how!

People sometimes interchange the terms "know-how" and "knowledge", but there's a world of difference! Systems vendors are falling over themselves to sell you so-called "integrated knowledge management solutions", but these are rarely more than glorified information management systems with go-faster stripes.

If we fail to understand knowledge in all its facets, then there is a danger that in doing so we miss out on the most valuable aspects of knowledge management and end up delivering a system-driven solution, rather than a cultural shift towards sharing and learning from experience.

Know-how is the processes, procedures, techniques and tools you use to get something done. This kind of knowledge can?t always be captured in its entirety - imagine trying to write down your know-how on "how to ride a bicycle"! Some things are simply best learned from combination of know-how and experience.

Know-why relates to strategic insight - understanding the context of your role, and the value of your actions. It's the "big picture" view of things. Why are we doing this? Where are we trying to get to? What would happen if we didn't do it? Where do I fit in all of this? Think back to your first ever job. Did anyone explain to you why what you did was important, or were you just expected to "get on with it" and not ask stupid questions? Know-why is a key to lifting morale and generating commitment and buy-in from staff.

Know-what is the facts required to complete a task, it's the information needed in order to take a decision and it's the things you need to collect together before making something. This kind of knowledge can be captured and embedded into systems, scripts and processes.

Know-who includes knowledge about relationships, contacts, networks, who to call on for help. It's the "I know a man who can" factor. All of us apply and build up this type of knowledge on a day-to-day basis, often subconsciously. If your role is sales-oriented, you'll know just how important know-who can be. The degree to which the know-who in your organisation can be accessed will be a reflection of your culture. How easy is to find the right people? When you do find them, are they willing to give you the benefits of their experience? Are networks and communities of practice supported and encouraged in your organisation?

Know-where is that uncanny ability that some people have for navigating through and finding the right information. You probably know people in your office who fulfil this role, functioning like human search engines! In his bestseller "The Tipping Point", Malcolm Gladwell describes these people as connectors. If you visit Yahoo!, or one of the other major Internet portals, you?ll be in a knowledge-rich environment where most of the content is know-where - links to where relevant know-how (and often know-who) can be found on the web.

Finally Know-when is the sense of timing - to know the best time to do something, to make a decision, or to stop something.

Conclusion

Knowledge is a many faceted gem - to truly extract the value, you will need to look beyond "know-how", and polish-up your organisation's performance in a wider range of areas. By doing this, you will move far closer to having an integrated strategy for managing knowledge.

Chris Collison is a renowned expert in knowledge management and an experienced practitioner in the leadership and implementation of organisational change from a people perspective.

As a best-selling author, he has presented to audiences at business schools and at conferences around the world, and is a regular contributor to specialist knowledge management publications. Chris has worked with leaders at the highest levels of many public and private-sector organizations, sharing the practical experiences he gained whilst working in BP's knowledge management team, and his deep understanding of the human dynamics of major change programmes.

---

Agendas Make Meetings Productive

Having an agenda template that works well for you, week... Read More

Work Priorities: Where Can You Spend Your Time Most Effectively?

Understanding where you can spend time most effectively requires concentration... Read More

Appraisal Systems - Not Living Up to Their Objectives

Almost, if not all organisations have them, they've been around... Read More

Organizational Capital in Politics, War, Sports and Business

Intangible Corporate Assets such as Organizational Capital, Blue Sky and... Read More

Best Practices Plan: Dissemination of a Great Idea

Good news spreads quickly News of the invention of the... Read More

6 Shared Factors of Successful Executives

These factors where determined by interviews with and books from... Read More

Faith is the LIFE-blood of Your ACTIONS before the Benefit -

Nothing has changed. Your ancestors lived by faith. Some planted... Read More

How Businesses Can Stop Wallowing in Bad Debt and Prevent It in the Future

"Become the Squeaky Wheel", a new book just published, explains... Read More

Organizational Culture and Creative Blocks ? the Similarities

Few Decision makers see the link between between creativity and... Read More

Instantly Uncover Your Corporate Culture

Best Definition of "Corporate Culture"If you ask 10 people to... Read More

Creativity Management - The Value of Being Prolific

When asked his secret to success, the author Graham Green... Read More

Innovation Management: The Time Factor

Creativity can be defined as problem identification and idea generation... Read More

Partnering for Performance

"The difference between a boss and a leader: a boss... Read More

10 Ways New Managers Become Great Leaders

"It is a terrible thing to look over your shoulder... Read More

Know Your Client - The First Rule of Business Coaching

Whilst the very best coaches have undertaken independently accredited training... Read More

6 Steps To Effective Management During Change

Take the pain out of gain and decrease the upheaval... Read More

Loyalty, Motivation And Work-Life Balance

Managers who aren't loyal to their people can't expect loyalty... Read More

Issue Management Methodology for Tracking Project Issues

1. What is an Issue?An issue is an incident, circumstance,... Read More

Turnaround or Terminate? How to Deal with Problem Employees

Do you struggle with a "problem" employee? If so, join... Read More

3 Simple Things the Best Managers Do - And You Can Too!

If it's so simple, why don't managers all over the... Read More

One Crazy Cookie

In order to survive, you have to be happier than... Read More

The Truth About Performance Reviews

Now that it is January, many of you are putting... Read More

Action Learning: Its More Than OJT

For centuries companies have used on-the-job training (OJT). OJT works... Read More

How To Prevent Your New Manager From Becoming A Statistic

According to a study by the Manchester Group, 4 out... Read More

Marketing Miracle: Outsource Your Creative Services

The current economy is causing most companies to tighten their... Read More