What do you allow yourself to notice about Knowledge Management?
What happens if you - the doer, thinker and shaper - become the authority for Knowledge Management;
What do you notice about KM,
and what will you act to change?
What do you allow yourself to notice about Knowledge Management?
Focus on that sentence for a moment.
If you notice something about KM, it's because you have been struck.
What you notice,
is it what you feel authorised, permitted, to notice?
Or is it something else?
An autopsy,
a personal observation that diverges from what you have been told, taught, about KM?
I've written a lot about the need for KMers to challenge traditions,
tired practice handed down to us for safekeeping.
Tired, stressed, failed tradition is why we,
the doers, thinkers and shapers
of Knowledge Management,
need to break with traditions.
Stop thinking that KM has been ordered
- sifted, labelled, defined, categorised, and catalogued -
by people with more authority than yourself.
Pre-authorised boundaries, constraints, bind you to traditions. These traditions call for devotion
to taxonomies,
Lessons Learned
and Communities of Practice.
Traditions offer a safe place.
Case studies, most-admired practitioners, 'certified practitioners', and company awards provide sheltered practice conducted under someone else's authority.
Authority for success
or failure
is not your own.
What changes if you become the authority;
if people become interested in what you think or notice?
Knowledge is valuable.
Fact.
But what makes Knowledge Management valuable?
If your job is to protect the past,
getting the right knowledge to the person who needs it, at the time they need it most,
then failure is in safekeeping.
To manage knowledge is to have an awareness of
the detail that stands out above all other details.
It is walking through bushes to have your mind captured by a single thorn that scratches at your hand.
That thorn is the detail that offers you an opportunity
to free yourself.
The world is listening.
What do you notice about KM?