“By three methods we may learn wisdom: First, by reflection, which is noblest; Second, by imitation, which is easiest; and third by experience, which is the bitterest.”
Wisdom features highly in the world of knowledge management. One of the biggest heresies it has produced, the erroneous DIKW pyramid (which I also questioned here and here), is putting wisdom at the pinnacle of a pyramidal meaning structure starting with data.
I want to find out what wisdom really might mean in (agile) KM. Much has been told about wisdom. Yet it is a very elusive definition.
My going in position? Wisdom is accumulated experience and expertise which allows us to activate our knowledge in a more effective way, both in terms of the intervention (the content of it) and of the process to bring it about (the process of that intervention). It is a reflection of an ingrained practice of triple loop learning which helps find a more appropriate response to a challenge we’re facing, an issue we’re grappling with or an idea we’re battling with.
In some ways, if we consider that in a field we accumulate some experience (some knowledge – as the sum of insights we have about that field), it looks as though we are exploring that field as if we were unraveling the map of that field, bit by bit, with some recognized borders and ‘unknown lands’. In the process, we are unraveling the complexity of all the interactions in that field – the horizontal connections between different items, actors and factors of that field as well as the vertical connections, the deeper understanding of the structure of things and how they work in and of themselves – and across, with adjacent fields.
As we explore that field, we progressively understand its arcane principles, its ‘buttons and levers’ which when activated produce the best results, the political economy of that field, the chain of consequences that might be set off by an initiative, or for lack of causal relations the bigger picture of that complex and fine mess. We also keep on making the ‘known unknown’ known and to turn the ‘unknown unknown’ as a ‘known unknown’ (see the graph).
This is perhaps where I think wisdom might be nested, or easier to perceive: wisdom gives us both a) shortcuts to relate to the greater over-arching principles, the sources of power and the ways to activate a field b) a finer perception of how difficult that is and what consequences are and perhaps more importantly c) another reality call to understand that really what we have to put up with is a whole lot more complex than we first thought it was and d) an appreciation of the inputs from others and interdependencies that matter in the field (we get more socially connected or at least warmer to others’ efforts).
Wisdom thus helps us get more effective, more thoughtful, more humble and more empathetic. And as Confucius says there are various ways to sharpen our wisdom. But in the end perhaps Socrates got down to the essence of it all:
“The only true wisdom is in knowing you know nothing.”
As such, this teaches us that wisdom management is a complete aberration and that what matters is to carry on trying and reflecting. Learning has no end indeed.
Related blog posts:
- What the heck is knowledge anyways: from commodity to capacity and insights
- Settling the eternal semantic debate: what is knowledge, what is information
- Through the blissful darkness of ignorance, with concepts-lights at my side
- KM=CDL, on the journey to universal sense-making
- Putting learning loops and cycles in practice
And while at that, here’s a selection of supposedly wise quotes from supposedly wise men.