Abstract
Most managers can probably state one of the many textbook definitions of knowledge
management. Most would also agree that knowledge management would benefit their
organization and that their worker intellectual capital could be useful to their organization.
Yet, they usually dont have a clue on what kinds of useful knowledge and skills the
individuals in their organization possess. Time and time again managers find themselves
saying “if only we had known”“ after realizing an issue could have been corrected
internally by one of their own employees. Many managers today still cling to the
traditional autocratic management style that basically assumes that all ideas and strategies
are only generated at the top senior management level and all directives flow vertically
down the corporate ladder. In today information-driven society companies have to realize
that more can be gained from their company intellectual rather than their physical assets.
To tap this intellectual asset will require an organization to implement a successful
knowledge management program in a culture that supports innovation, learning and
knowledge sharing. Effective and active knowledge management implies a change in the
way managers think and lead their organizations. They must be willing to manage and lead
their organization based on the best ideas generated from their organization learning
processes. To be effective, managers must be able to leverage tacit”“ or personal
knowledge as well as the “explicit”“ or organizational knowledge in their organizations. I
will explain the fundamental differences between these two approaches and the advantages
and disadvantages when using them. I will conclude my report by recommending four
essential processes that must take place to sustain an organization knowledge management
strategy
The art of progress is to preserve order amid change and to preserve change amid order
– Alfred North Whitesides
Knowledge Management
Most managers can probably state one of the many textbook definitions of knowledge
management. Most would also agree that knowledge management would benefit their
organization and that their worker intellectual capital could be an asset to their
organization. Yet, they usually dont have a clue on what kinds of useful knowledge and
skills the individuals in their organization possess. Makes you ask is implementing
knowledge management to big of a challenge? The answer of course is no. Implementing
successful knowledge management requires a systematic change and project management
approach (Skyrme, 2003).
When trying to define my interpretation of knowledge management, I found R. Gregory
Wenig (KM Forum, 2007) definition mirrors the same key points that I think makes
