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Outlined below are some key myths of which any organization seeking to implement a knowledge management strategy should be aware. Often organizations can fall for these myths unconsciously, structuring their approach to KM around false principles without realizing that they are doing so. Being aware of these myths will help all those involved in KM systems to steer them away from inefficiency and towards a real contribution to the organization.
You Should Manage Knowledge for Its Own Sake
Many of today’s organizations start with the solution without defining the problem. Hence they implement KM systems, often at significant cost, believing that the purpose for such a system will become clear as the system rolls on. If KM is to succeed, it must first identify a business imperative that demands a KM solution, and then tailor the chosen solution to address that imperative.
Too many organizations have wasted time and money in the belief that ‘knowledge management is good’, regardless of how, and to what end, a KM approach is taken. Keeping the focus trained on the needs of the business is a difficult but vital task.
Your KM System Must Save the World
A KM system that tries to solve every knowledge problem within the organization on its first day is almost certain to fail. Starting small, and addressing closely targeted issues, is a more effective approach. It also allows you time to gather buy-in from around the organization as you develop the scope of the system.
Controlling Knowledge Is Key
The habit of thinking of KM as the creation of document repositories is now well out of date, and was perhaps an inefficient concept from the start. Information storage is a vital facilitating factor in the management of knowledge, although ensuring that the knowledge content is clear, valuable, and carefully disseminated across the organization.
Focusing on the control of knowledge by organizing a pristine database, with various levels of privileged access can be energy wasted, and will create feelings of isolation and mistrust among employees. The organization’s culture should express the fact that leveraging the value of knowledge, to individuals and the organization, is more important than controlling it.
IT Is the Solution
The fanciest and most expensive technology systems will not bring the greatest results. Flexibility and the ability to adapt, to the needs of both the organization and the user, is a far more valuable feature of a KM system. But without the other aspects of a total KM system (culture, training, knowledge champions), and technology solution is bound to fail. In fact, the concept of a technology ‘solution’, a ready-made save-all which can be instantly applied to the organization, is a myth often perpetuated by technology companies themselves. It is never borne out in practice, as each organization’s knowledge-related requirements, and their solutions, are the unique as the organization itself.
Given that KM works most effectively when addressing a business imperative, and given the vast range of imperatives determined by organizations, it is logical that the KM system established to address that business imperative will be hugely variable. There are as many KM solutions as there are organizations in the world, and whilst many rely on IT, none begin and end with technology.
The ‘Field of Dreams’ Trap: If You Build It, They Will Come
Neglecting the importance of the cultural aspects of knowledge management can create a serious impact. However efficient and user-friendly the technology system, employees will not have the habit of knowledge-sharing and knowledge use ingrained in their daily behaviors. Simply putting the system in place will not be sufficient to ensure its use. The assumption is that if you build it, they will come. Phil Perkins of Pillsbury has referred to the is as the ‘Field of Dreams’ trap. [1]
The change in habits that the introduction of a KM system demands can potentially create reluctance or confusion among employees. Employees will need training in the use of the system, a fully structured support arrangement to deal with queries, and a significant amount of encouragement, perhaps through an incentive and reward scheme. A culture that supports the sharing of knowledge, and resolutely does not punish those who share knowledge is essential.
References[1] Barth, S. (2000) 'KM Horror Stories,' Knowledge Management, 3(10), 36-40.
