On knowledge management and the pma
Well this kbam pma has dragged on a bit (suppose to finish weeks ago) but I have myself to blame for spending too much time procrastinating. For the sake of kbam blogging marks, let me talk a bit about a small realisation about how to apply KM to AM. In my previous blog post I said something about "thinking about knowledge on a higher level" but now I think about it there is little value in that idea because it doesn't help with answering the question whatsoever.
An important aspect, I think, is to recognise the difference between "information" and "knowledge". As Nonaka (a guru on knowledge management) stated "information is indifferent to human values, context free, without intentions or commitment." whereas "knowledge is grounded in values, experience, and purposeful action." Well, that is just a wordy way of saying information is "dead" whereas knowledge is "living". Not sure if this metaphor makes more sense or not. The idea, according to me, is that without humans to 'use' or 'interpret' information, information is just information. On it own, information does not lead to better decisions, better actions, or better business performance. Knowledge, on the other hand, needs humans to 'interpret' and 'be understood' based on one's own perception and analytical abilities. In this sense, knowledge is subjective which often exists in a tacit form, like a skilled craftman knows how to make beautiful porcelain but cannot explain how. When such tacit knowing is externalised (distributed, made public, turned into worker's manual), knowledge becomes information in the eyes of others. Unlike knowledge, information in an explicit form is easy to circulate. An English dictionary, for example, exists only as information to an unlearned person unless (he) can use it to solve a translation problem. If he succeeds, information is turned into knowledge.
So, what is the point of this information/knowledge garbage? What are you getting at you may say. Well, aspiring businesses that have approached KM by installing expensive IT, automated computer systems may be thinking "Yes, We have a knowledge management system, I mean we spent all these money on these technologiee havn't we?" Actually what they have gained is merely an 'information processing' technology. It may help them to collect and distribute key information about customers or suppliers in an unprecedented rate. But when information is not 'sinking' in i.e. not being utilised in a way that helps them to make better decisions, they quickly despair and claim KM is just 'air' and move on to the next initiative.
Why wouldn't it work? It seems more is needed, but what? Nonaka thinks KM should have three ingredient, working together; the knowledge asset, the Ba, and the SECI process. The knowledge asset is the people, or the infrastures such as IT system. SECI process is a process describing the conversion of knowledge between explicit to tacit forms. But to me, the key ingredient is the Ba which in Nonaka's words is the "platform for the concentration of knowledge assets." We can draw parallels between the concept of Ba and the idea of "creating a learning environment" in organisational learning.
When thinking about application of KM, it is easy to think "what is difficult about that? Just put in a computer IT sytem and that will solve all your worries. I mean, after all, that is what big companies are doing!" Yes, on a surface level, we see company buyig technologies and naturally we want to imitate their success and the quickest way is just to have whatever they have. Unfortunately, as said before, explicit things such as information can be bought easily with money. Knowledge on the other hand must be fostered and created from within the organisation. Knowledge, unlike information, can not be bought.