Debbie,
You are on the right track and yes we have a problem with the terms
information and knowledge. However also knowledge is perishable, but not
all knowledge is perisable.
Consider a company that is focused on the French market. it is of the
utmost importance that all employees that are in contact with customers
speak fluent French. Than the company expands and enters the German
market. The knowledge of French is no longer of importance for the
employees who are working in this area.
This is of course a very simple example.
The problem with knowledge management is that you never know in advance
which information and knowledge wil perish, because the world is moving so
fast. And what counts for knowledge also counts for information. certain
information must remain, for instance the information on the successes of
the organization, just for culture sake.
>From an employability point of view you have to gamble. I am trying to
reduce the risk by constantly analyzing main streams of events, includig
hypes, that are happening in the world that is my business
>From an organziational point of view you have to create a knowledge
management infrastructure that enables you to have an overlook on how the
organization is learning and therefore enable the organization to adapt
this learning to changes.
Kind regards
Gijs Houtzagers
Principal business consultant HRMIS and employee benefits systems
WARD CAMBELL
Steenovenweg 3
5708 HN Helmond
Netherlands
Tel 31 (0)492 523 000
Cellphone 31 (0)622 934 676
E-mail: g.houtzagers@wardcambell.com
--"drs G. Houtzagers" <G.Houtzagers@inter.nl.net>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>