All entries for April 2012
April 28, 2012
Transferring Knowledge – Training
Can training be said to be a way ofgenerating, storing, distributing, applying and managing knowledge?
From my experience which was mostly the case couple of times, the issue of training is basically where one person is saddled with the responsibility of passing down information, knowledge and how "to-dos" to a set of "unenthusiastic" people. But does this really cover the main idea or the true meaning of managing knowledge bearing in mind that key points in the KM process are transferring and distributing.
I am quite optimistic that during the course of the KBAM module i would know more efficient processes and strategies in which KM can be applied across the whole organisation in order for them to become excellent.
Could the knowledge gap between skilled and unskilled workers hinder the free flow of distributing, sharing and applying knowledge?
Like minds think alike is a saying i hear quite often. Capturing this statement in an organisational perspective in terms of how knowledge is being generated and shared among employees might be a challenge.
My believe is that the way in which culture and mindset can hinder organisational learning, also education and level of experience could be hindrances to managing knowlegde within organisations. Although i certainly wouldn't say the more learned ones can use this knowledge better. My opinion is i that i feel to a certain degree they are prone to managing the knowledge assets of the organisation better.
It seems even after reading and covering a substantial range of study on the knowledge and asset management topic, i can say i have gathered quite a bit of information but it doesn't make me knowledgeable on this subject in the tiniest bit. This is because i am unable to manage all the information i have stumbled across to create a proper understanding for my self. It just points out the fact for me that being knowledgeable is not necessarily about acquiring information. The ability to understand and apply the information i have gained rather is the most important thing.
The saying - information isn't knowledge makes more sense to me than ever before.
April 23, 2012
Looking back on some of the decisions which we have made due to circumstances or based on emotions could be termed “bad” or irrational. Reflecting on a number of those decisions now even after being knowledgeable on what/how to make better decisions, some of these “bad”or irrational decisions are what I would still make giving the same very condition. Does that make one shortsighted and a bad decision maker?
Does having a good number of years of training overtime give us the opportunity to be better informed in making good decisions?
My opinion on this is that experience would not necessary make you good at decision making rather it would better aid you through the process. Just like leadership differs with different leaders, the situation and the kind of followers I think making robust decisions differ in terms of how tough the choices available to us are. Also the knowledge stage of the likely consequences, our level of discomfort in terms of exposure to risk would be some of the factors among others that could determine how well we are able to make better decisions noting that experience is not always the best teacher.
Not definitely ascertainable or fixed, not clearly or precisely determined….these are the words in which the dictionary defines uncertain with.
In making decisions, we are not always certain on what the outcome will be. Understanding the importance of your decision and how to set clear objectives to aid the decision process doesn’t seem to be the hard bit. For me, what seems most difficult is making decisions with bits and pieces of uncertainties.
Making decisions between choices that are present or clear to one seems pretty demanding most times; talk more of the challenge of incorporating vague, unprecise and uncertain decisions. Though it seems a tough process when confronting these uncertainties because the possibility of being able to see what consequences are likely to result is far fetched.
April 01, 2012
while working on the leadership and excellence PMA, one theory of leadership seems to be the basis or foundation on which most of the other theories are based on- the situational leadership theory. my assumption is supported with the fact that leadership is a function of the followers, the situation and the leader. Since leadership primarily involves this function then it might be ok to say that the situational theory of leadership is the building block on which the other theories of leadership rises from.