John,
I enjoyed reading your thoughts on this new (I think it's new) thread. I
found my own thoughts moving in some different directions as I followed
the rather diverse and complex ideas you were sharing (and questioning).
My first thought is that the consequence of learning is surviving (living
and perhaps thriving...in that order). I also propose that the purpose
for learning is the same as the hoped for outcome. Perhaps this is a
species-specific definition.
Knowledge is a by-product of learning...and, for some people, becomes
their most significant learning objective (the acquisition of knowledge).
This may be an individual-specific differentiation.
Managing knowledge (an unfortunate combination of words...perhaps akin to
"learning organization") describes a systems phenomenon related to
learning. The concept, as I understand it, is that when we learn we
modify the information we store in our memories. We connect this new
information to old information (the only way new information can be useful
is if it's connected to something we already "know"). We generate
beliefs. Okay, so if organizations can learn, where do they store the new
knowledge they've created? How do the connect the new knowledge to the
old knowledge so that it's useful? How do they find the new knowledge to
avoid having to rediscover it? How can an organization learn effectively
and efficiently if there is no functional memory upon which to rely to
remember what it's learned?
As you said, everything I learn (or that an organization learns) does not
necessarily result in knowledge (that I can use or find again). I believe
you are also right to say that much of what an organization "knows" is
imbedded in its structure, policies, procedures and other cultural
manifestations. This knowledge source is part of the organizational
belief system.
Changing a belief system can be nearly impossible, and certainly relies on
reflecting on factual-based information. A so-called knowledge management
system may be one of the only ways to identify facts. Your Marine story
reveals the truth of this. It's just that there was no systemic way to
recover knowledge except by searching for the knowledge gate-keeper.
regards,
Richard
ps. I don't know if I've mentioned it before, but a book on KM which I
thoroughly enjoyed is by Anne Brooking, called "Corporate Memory." There
are several others I've found useful...but this one I found particularly
interesting.
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"We must have a pure, honest and warm-hearted motivation, and on top of
that, determination, optimism, hope, and the ability not to be discouraged.
The whole of humanity depends on this motivation." -The 14th Dalai Lama
Richard Charles Holloway -
P.O. Box 2361, Olympia, WA 98507 USA Telephone 253.539.4014 or 206.568.7730
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--"Richard Charles Holloway" <learnshops@thresholds.com>
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