So . . . I’ve just got to share this. In my mind, the feeling/realization described in this animated gif file is somewhat related to a post I did a while back on whether we would have any way of realizing we’re dead and, in so doing, somehow miss the life we had so recently departed from. What they’re calling a realization I think of as a feeling. I have often marveled at the tenuous yet, in some ways, deep connection I have with random people in random vehicles heading in random directions other than my own. My mind momentarily expands, seeking the trajectories of their lives and the countless people they interact (or not) with. This picture seems to convey the feeling rather well. It’s also evocative of a paper I once wrote for a Labor Law class, where I likened society to a living being and analogized commerce to the human circulatory system.
As long as I can remember, I have always looked for smarter and better ways to do things. Some people have described this propensity as lazy, but I don’t think working smart is really laziness. I like to think of it as a form of conservation. Of my energy! Additionally, working smart means you can be more productive; accomplish more in the same amount of time. No one should have to defend spending energy on making things easier and more efficient and effective.
I say this because this proclivity ultimately led me to the concept of Knowledge Management (KM) in the mid-90s and changed the trajectory of my career (late as it may have been) rather dramatically. Actually, KM had been around for as long as humans had the need to ensure hard-won lessons were passed down from generation to generation. However, as I was beginning to encounter it back then, it was being transformed by the proliferation of the personal computer and the expansion of the Internet and the capabilities it provided. These developments fairly exploded with the advent of Web 2.0 capabilities; the interactive web, and this ultimately led me to what has been called Enterprise 2.0 (now being referred to as Social Business).
Beginning around 1996 I began working with a small group of KM people at Boeing Propulsion and Power, a division of The Boeing Company, to apply these concepts to our various rocket engine programs. Shortly thereafter, I was appointed as the KM Lead for the Space Shuttle Main Engine Team, the largest of our then current contracts. From the very beginning it proved difficult to succinctly explain what Knowledge Management was. Although human beings have been sharing what they learn since time immemorial (it’s part of what makes us so unique), it proved exceedingly difficult to “define” KM. That is to say, it didn’t easily allow one to create a 30-second elevator speech.
I have therefore decided to offer a collection of definitions and explanations, culled from the best minds available on the subject, as discovered by me – through my research, experience, and education. I’m going to publish it as an ongoing project with the intention of adding to it, either by my own hand or through the input of those who find their way here. As it turns out, this is a somewhat convoluted process since so many have tried to define KM for over a decade. In doing just a little research I’ve come across lots of attempts to do the same thing I’m doing here, with varying degrees of success. Even my old friend, Luis Suarez, has an important collection. Unfortunately, one the main collections he refers to is no longer in existence (at least his link is broken). ‘Tis a bother.
Truth to tell, few of these are offered as definitive (which is kind of ironic, don’t you think?) by practitioners. I believe that’s because the practice is at once pervasive and deeply contextual. It’s just plain hard to pin down to a single or even a single set of practices or behaviors, or processes, etc.
I also want to include the sage words of Frank Miller, taken from a paper – I = 0 (Information has no intrinsic meaning) – he published in October of 2002. You really should read the paper if you want to understand his premise, which I think is really valuable if you want to get a grasp of what knowledge sharing (as opposed to knowledge management) is about:
This is a vexed issue. KM is, sadly, deeply embedded in most modern literature connected with the productivity of intangible assets. Yet this paper tries to make clear that when subjected to critical analysis, KM is an untenable notion. Knowledge (i.e., what people know) simply cannot be captured or managed, and hence the term Knowledge Management is inappropriate. Worse still, the language of KM suggests that knowledge is a commodity capable also of being processed, delivered, transmitted etc when it is not. Whilst knowledge sharing is an acceptable concept, the notion of knowledge management is, at best, dubious!
Please feel free to offer your own definitions, take issue with anything I’ve posted, or point me to others who you think deserve to be part of the conversation and I’ll do my best to edit it in to the body here. Thanks.
Knowledge Management is a field that takes concepts of Library Science & Pedagogy and, utilizing the latest trends in Information Technology, seeks to facilitate the capture, transfer, and useful application of the collective knowledge of an organization or group. – Rick Ladd
The purpose of knowledge management is to provide support for improved decision making and innovation throughout the organization. This is achieved through the effective management of human intuition and experience augmented by the provision of information, processes and technology together with training and mentoring programmes.
The following guiding principles will be applied
All projects will be clearly linked to operational and strategic goals
As far as possible the approach adopted will be to stimulate local activity rather than impose central solutions
Co-ordination and distribution of learning will focus on allowing adaptation of good practice to the local context
Management of the KM function will be based on a small centralized core, with a wider distributed network – David Snowden
Knowledge Management is the discipline to enable individuals, teams, organizations and communities, more collectively and systematically capture, store, share and apply their knowledge, to achieve their objectives. – knowledge-management-online.com
Knowledge management (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organizations as processes or practices. – Wikipedia
Knowledge management refers to strategies and structures for maximizing the return on intellectual and information resources. KM depends on both cultural and technological processes of creation, collection, sharing, recombination and reuse. The goal is to create new value by improving the efficiency and effectiveness of individual and collaborative knowledge work while increasing innovation and sharpening decision-making. – Steve Barth
Since my retirement from Pratt & Whitney Rocketdyne in 2010, I have spent quite a bit of energy on developing work as a social media marketer for small business, a business manager for an AI software development firm, and as an editor/proofreader for a number of business books and a couple of novels, as well as a two-year return engagement at Rocketdyne from 2015 to 2017.
I have decided to stop actively pursuing business in these fields and am now positioning myself to be a writer. I have done quite a bit of writing over the years, but I’ve never really attempted to make any money at it; at least not specifically. I’m starting out with a couple of memoirs and, currently, I’m studying the craft, creating a detailed outline and timeline, and honing my skills as a storyteller. Pretty sure I’ll be writing some fiction as well.
The views expressed herein are those of the author. Any opinions regarding the value or worth of particular business processes, tools, or procedures, whether at his former place of employment, at a current client's enterprise, or in general, are his responsibility alone.