The LO and KM interface is an interesting question, and I've found that
one feeds the other quite nicely. My responsibilities require heavy
involvement in both; my company develops knowledge delivery software, and
so several of us are expert at knowledge domain analysis and knowledge
mapping. In addition, I've been the focal point for creating a number of
cross-functional teams that have heightened LO awareness. Team membership
always includes an individual whose focus is the analysis and mapping of
knowledge created through the cross-functional effort, and each new team
that's formed accesses knowledge "inventories" of previous team efforts.
What I've found is that the mechanism has begun to elicit a "shared
vision" (Senge's term), whereby individual team members and individual
teams begin to believe that the work that they do will have impacts beyond
the project of the moment.
In sum, I think any LO effort can benefit greatly from utilizing KM
techniques as a means of creating a vision of knowledge and of LO as
having immense corporate value, and also as a means of translating tacit
knowledge into what I refer to as "intuitional" knowledge, the knowledge
that comes from shared agreement that something--a technique, an idea, a
method--"feels" productive and "feels" right. This intuitional knowledge
I believe to be the foundation for effective knowledge transfer in an LO
environment.
--Michael <jovan@warwick.net>
[Presumably Michael Jovan; Pls sign msgs with full name and email address. ... Rick]
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>