An enormous amount of knowledge resides within international organizations. But how can the knowledge management (KM) team unlock this information and make it available to a large number of employees around the globe? How much knowledge should actually be shared and what kind of experience should not be passed on because it might hinder innovation and creative thinking? In an interview with tcworld KM expert Patrick Lambe answered these and many other questions.
What kind of knowledge is actually managed in KM?
KM encompasses knowledge in both tacit (kept in the head) and explicit (kept on more tangible things such as documents) forms. However many practitioners have come to realize that the "tacit/explicit" distinction – while convenient for communicating the broad aspects of KM – is not sufficiently broken down for helping to identify clear management interventions. We use a six-part typology of knowledge types influenced by the ASHEN framework developed by Dave Snowden:
- Information in tangible form, typically carried in documents, databases, maps, drawings, audio and video files etc.
- Methods, routines or ways of doing things that have been built up by workgroups but are not documented in any way
- Skills - i.e. knowledge that can be trained
- Experience - i.e. the deeper, more tacit knowledge that can only be grown over time through ...
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