All entries for Sunday 06 May 2012

May 06, 2012

Transferable skills

I thought at the end of the module that I didn’t learn that much about knowledge management and how to apply it for an effective management of assets within organisations, but after raising this issue to Paul during the module review I realised that we learned quite a lot, not about the module only but about many things and some other learning points which we previously had like leadership, team learning, time management, presentation skills, and other relevant stuff and transferable skills.

What really makes me passionate about this is the creativity of this learning style and how it prepare us for the real life cases where it doesn’t really differ that much from what we are really experiencing, but at the same time we are aware that the real world is not safe, and it is very hard and difficult and sometime frustrating to apply what we really learnt.

It’s not what you really know but the way you will communicate it, and how you will send the message to convince the other party whether they were your company or your clients, those little bits really matters and makes the difference.

Different Types of Knowledge Organisations

There are three different types of organisations which I know so far which goes under the category of knowledge management: knowledge intensive organisations, knowledge based organisations and learning organisations.

I am sure that those three types have common characteristics between them, at the same time there has to be some differences between them, and that is what I really want to know, the thin line which differentiate them from each other. We went through learning organisations in different modules but we didn’t have the chance to go in depth about knowledge intensive organisations.

I have tried to search on this topic but I didn’t really find anything which might answer my question. I forgot to ask Paul about this, and I do hope he could answer me on this topic.

Ignorance Management

Going through the literature of knowledge management, I came by something called “Ignorance Management”. In the first place, I thought it is the opposite of knowledge management, but actually IM and KM are the two sides of the same coin. However, perceiving knowledge management in a different way might be much better, as for instance, there is always much more to learn, and manage what organisations don’t know is just better than managing what they currently know. I know it is of big importance to create, exploit, collect and share what they know, but more critically is to be aware that there is a limit for knowledge and organisations cannot know everything.

Ignorance management is based on the idea that organisations must always seek for knowledge they don’t have, because assuming that the knowledge they have is enough is not a good sign of management, and ignoring this fact might leave the organisation behind its competitors. Therefore it is not about managing the current knowledge within organisations only but adopting a culture of transparency and awareness of organisational ignorance.

May 2012

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