knowquestion :: Stephen Bounds

I have previously discussed my problem-solving pattern based around 3 interlocking (and nested) cycles of knowledge processing, information processing, and business processing. All parts of of these cycles are valid targets for KM interventions to improve overall organisational performance.

Where I think many KM articles or broader educational programs go wrong is presenting a case study without explaining what the actual "KM" bit is.

For example, in the classic case study about Xerox engineers, their knowledgebase was successful because it allowed access to a far wider range of alternative solutions that were only infrequently encountered by each tech.

Implementing the system was primarily an IM project (most systems are). But it was identifying the weakness in the knowledge process and implementing a fix that is core to KM.

This is the repeatable, learnable aspect of KM, not just rote-memorising point solutions to very specific circumstances. Undertaking KM interventions should be the biggest focus of any KM syllabus.