After so many years working on knowledge management I have grown tired of the term (and even finding it an oxymoron). I like to refer to ‘KM’ because it rolls easily in the tongue, but when I look around at other people that also work explicitly on KM, it gives me the impression that we are a bunch of stuffy dinosaurs fighting an old war.
So what is it that KM really means to me? What could be a better term to describe this?
Recently I suggested that KM was the combination of conversations, documentation and learning. Conversations and documentation are the means. Learning is the end. Is it really? Learning for the sake of it is irrelevant too. It’s learning for action. But what action?
Learning for change perhaps? We mean to change our actions, be more relevant. But sometimes change is not the best pursuit either. Change for the sake of it is no more worthy of attention than learning for the sake of it. Remember the baby with the bathwater?
Ha! I know: Innovation! This surely is the holy grail. But (constant) innovation is yet another fantasy to chase. There is a time for innovation. And that time is not ‘all the time’. Same case as change. Nothing should motivate this innovation hype I already talked about.
Adaptive management is perhaps more accurate? We want to be able to adapt to ever-changing circumstances. Yeah, but what about being proactive rather than adapting reactively? And most importantly, it’s not just about ‘management’, it’s about all of us, whether in managing positions or not. I care about empowerment. I want everyone to be part of the movement, each at their scale and pace.
Perhaps it is indeed what Jennifer Sertl refers to when talking about ‘agility’. I haven’t read her book but what I like about that concept of ‘agility’ is that it focuses on a general state of flexibility and for that it encompasses learning (you need to master learning to be agile – you need to practice it in tacit ways); potential change and innovation (if you are agile you can change and innovate); adaptation but also proactive preparation for the next changes; and it doesn’t just emphasise management, it is for everyone – so it implies the use of personal learning/knowledge/networks to amplify the capacity of a group of people to act more effectively and dynamically (i.e. to remain most effective at all times).
The only thing is: agility might be Jennifer’s trademark and I’m not necessarily using it along her understanding. So for now let me stick to KM and just say I work on agile KM… Check this blog header’s title, it’s just started another little life of its own…
Related blog posts:
- KM=CDL, on the journey to universal sense-making
- Communication, KM, monitoring, learning – The happy families of engagement
- What the heck is knowledge anyways: from commodity to capacity and insights
- Believe in empowerment? Then just do it!
- New words for a new world (of networked learning)
- The birth of a thought and the life-times of a concept