All entries for May 2012

May 06, 2012


The journey so far though not easy has been one of learning and unlearning, sharing of examples and experiences,working with people from diverse cultures and background, understanding new ways of doing tasks, searching for information and knowledge across a wide range of available resources,being able to filter what is important and what is not while asking the questions why and why not.

With all these different phases during this journey looking back to the days of CBE and now, it has increased my knowledge database and i am quite certain we have all gone through this different phases and learnt quite a lot.

From my understanding from the workshop we had on information, knowledge and awareness, i can say the process of assessing,gathering and interpreting information has not been the hardest part for me but rather being able to anticipate.

Some of this knowledge gained from all this is being stored up as explicit and tacit. But in due time, i will be able to convert and make use of the tacit knowledge better later on the job.


Having the right knowlegde in carrying out a task in todays high tech world, equips you with power but the ability for everyone individual within the orgainsation to assess and manage this knowledge in a very efficient way is what matters. The need for a KM system is to facilitate the willingness to share info.

However, the question now is does having a KM system in place really guarantee this?

From some of the presentations we had on Friday, with some teams proposing the use of various softwares and tech driven tools to manage their assets. Will the use of these software enable the spread of knowledge within the organisation?

My opinion on this is that to a certain extent it might help brigde the gap in knowledge a little bit but not entirely.

May 03, 2012

'UnSeen' Knowledge

I stumbled across a journal where i saw a comment about tacit knowledge. it says 80% of the knowledge of any company is tacit. That is knowledge usually known by an individual in the organisation. And one of the problems associated with tacit knowledge is the difficulty in communicating that knowledge to the rest of the company.

This seems like a pretty high percentage of knowledge to reside in just an individual within a company.

Just assuming that a problem arises in the organisation where this individual is supposed to bring his knowledge base to help resolve the issue but refuses to help due to some setbacks. Does that give the company just 20% of explicit knowledge to apply?

How demanding is the exchange from tacit to explicit knowledge on the part of the individual as well as on the organisation?

Following the seminar topic we had today and the discussions that followed, i remember Parminder's statement on the ability to read from manuals while performing a task. my doubt is that even with the availability of those manuals, employees would still find it difficult to understand and manage the information they can see stored up in them. i tend to imagine how easy it would be to manage that which is not seen but just stored in the head of one individual.

Manager's Role

Analysing the workshop we had on monday on gathering, interpreting and anticipating information, from the managers point of view might seem like a whole burden.

Although employees should be enthusiastic about wanting to learn and acquire knowledge to help them function better in their jobs but my idea on this is that to a greater extent managers have a special duty of care or added responsibility to cater for their employees.

If managers provide the right opportunity or enabling environment for sufficient knowledge and information to be gathered, create effective means to interpret and share this acquired knowledge throughout their employees, it would go a long way to foster a more relaxed and responsive workforce who view KM as a positive development process in the organisation.

May 2012

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