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.

Learning Gap

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.

Being Knowledgeable.

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

Stereotyped decisions

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

The Foundation

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.

February 29, 2012


The concept of leadership can broadly be ascribed to mean a situation of controlling or influencing someone or a group of persons towards the achievement of a goal (common or otherwise). This concept is evident in every aspect of human existence both formal and informal from time immemorial. History is replete with this. The oxford dictionary defines leadership as “the action of leading a group of people or an organization, or the ability to do this”& “the state or position of being a leader”. This in essence presupposes that there are conditions which ascribe the position of leadership on someone – The Leader.

Power and Authority are synonymous with the concept of leadership as it is expected that a leader must display either or both characteristics.Thomas Hobbes, defined power as a man's "present means, to obtain some future apparent good" while Authority on the other hand is socially constructed and psychologically accepted right of a leader to lead. The foregoing highlight the importance of the various leadership theory in human endeavor and the critical role it plays in Management of organizations.

To a large extent the success of any organization is dependent on the type of leadership that is has and this is a direct corollary to the power it wields and the authority ascribed to it by subordinates / followers.

February 19, 2012

Followership Challenge

I am tempted to term Friday’s leadership challenge exercise as a “one eyed man leading a group of blind people”. How easy a task is it? How difficult can it be? What challenges does the one eyed man face while leading? How does the blind group believe they are being led well? These were the questions that came to mind when I was reflecting on Friday’s session.

The setting started with only the leader having an understanding of what the task ahead was. The first challenge manifested while the leader was trying to relay the task to the followers. For us the followers, it wasn’t any easier trying to understand the task through our leader. This setting ignited my thought process and I felt we all should have been briefed at the same time. This would obviously eliminate the problem that arose while the leader was relaying the task to the followers. On the other hand, I asked myself what the role of a leader would be should that be the case.

How then do we eliminate this followership challenge? My take on this issue is striking a balance on information dissemination. A situation where all followers are privy to certain information which would reduce how much information the leader has to pass down the ladder. This not only reduces communication challenges, it also saves time and is bound to increase effectiveness. Should companies buy this idea, I believe that the results would gradually eliminate followership challenges.

The “Superman” Leader

Leader as the name implies serves as a guide or directing head of a body of people. This could be the reason why many followers expect their leaders to be “supermen or women”. Simply put, many of us tend to see our leaders as the drivng force in every task or project. We simply say, after all what are the leaders there for if they can’t be excellent in all aspects of leadership.

During the hotel simulation exercise, I was initially made to act as a deputy leader; my job was so straight forward. It was a mere observation of the actions of both the leader and the followers. This entailed noting down how the leader dished out instructions and how such instructions were received by the followers. Little did I know that this was a temporary appointment. It however dawned on me when I was shipped off to a different team after two quarters. On getting to the new team, I was appointed leader. For me, it seemed pretty difficult because I was expected to deliver results immediately. Difficult because it was a team that I joined half way without any understanding of its workings, tasks, challenges and the already existing leader-follower relationship. I resorted to asking lots of questions in order to situate myself into the company’s atmosphere. This was meant to reveal a perfect understanding of the company’s expectations before I commence with my decision making process. I however observed that some team members were not quite happy with my approach. They expected that as a leader I must possess all the magical tools to start directing the affairs of a company I am alien to.

This brings me back to my earlier thought; are leaders meant to be supermen or women who possess solutions to every issue that arises especially when such issues were not initially within their purview?

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