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Unmanaging knowledge
Are you a fully engaged knowledge worker? If the answer is “No,” then the boss needs to know why knowledge workers can’t be managed in the traditional sense.
Here’s the message you need to convey to your employer.
The need for change to modern management is firmly grounded in our increasing insights regarding the power of “emergent” human behavior.
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Knowledge workers are an investment rather than an expense. They not only desire considerable personal autonomy but also the responsibility and accountability for running at least some part of an organization. They need to be treated as partners or associates and not as typical Industrial Age employees.
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Further, tacit knowledge must be allowed to “emerge” through voluntary collaboration or self-organization. People are seldom aware of exactly what unrelated knowledge they possess until confronted with a problem or an opportunity.
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Enterprise 2.0 enables business agility
But the world isn’t like that - it can be risky and unpredictable, and, whilst you do need systems and processes, you need to be able to account for the exceptions - which often happen more often than you think. The irony is, as SOA-type systems handle processes more and more effectively, it means that people have less to do with processes, and therefore get more involved with exceptions. The more processes get standardised the more costly exceptions become as a percentage of operating expense. Customer requirements, supply problems, pricing can move incredibly quickly, and an SOA architecture isn’t going to help you when the problem is not knowing who to call.
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From a technology point of view, employees need the social software tools required to resolve exceptions, and to disseminate the tacit knowledge that goes hand in hand with exception handling throughout the enterprise. You need to be able to quickly find the veteran who knows exactly what to do when a particular supplier drops the ball and you need to bypass standard procurement in order to meet a customer’s expectations. Once found, the resolution to that exception needs to be captured in a way that it can be found long after the veteran has retired.
Social Network Analysis - The Roadmap to True Enterprise Knowledge Management
Perhaps there is a method to not only use KM data but also to offer characteristics of each individual based on their work relationships and interaction. Actually using the knowledge and the skills is what is important. Getting relationships identified will enhance the potential for using the knowledge and identifying the key players for any project. SNA provides this added value.
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Peter Drucker suggested in 1997 “the productivity of knowledge and knowledge workers will not be the only competitive factor in the world economy. It is, however, likely to become the decisive factor, at least for most industries in the developed countries
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SNA highlights who the critical resources are in the organization beyond knowledge, skills, and abilities. This insight might help with leadership identification, trust issues, communication strengths / deficiencies, or innovation skills that are intangible and hidden in most organizations.
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Importance of Human Resources: The Role of HRM in Knowledge Management
There are several roles that can be played by HR in developing knowledge management system.
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HR should help the organization articulate the purpose of the knowledge management system.
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as a knowledge facilitator, HRM must ensure alignment among an organization's mission, statement of ethics, and policies
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