organizational knowledge

A lengthy article on organizational knowledge and the people in the field highlights a number of common mistakes, all of which I have witnessed in my almost three decades of professional practice. Treating organizational knowledge as an IT problem. This is evident in the budget for the technology purchase compared to human implementation. The latter often has no budget. Focusing on explicit knowledge and ignoring tacit knowledge. This often comes in the form of offering a training course to cover the new knowledge of a system with no thought to helping people discuss how they will use the new system. Ignoring the need for trust in order to share knowledge. As I have noted for years, knowledge flows at the speed of trust. No imposed system will generate trust. Launching a KM initiative without visible leadership support. I have often seen organizational knowledge initiatives launched for the good of employees but with no engagement by executives. The lack of leadership by example dooms…