I pondered this a couple of days ago: when I have to explain to someone that I don’t know what I do (at least for the knowledge management part of my work), despite previous attempts I still struggle.
Off the cuff this is what came up to me, when thinking about describing my KM work.
Essentially, what any group or organisation needs to do is to achieve its goals to the best of its abilities right now, and to be prepared to achieve the goals of tomorrow to the best of its abilities too.
What helps you get there? It’s knowledge (know what, why, who, when, where), know-how (the skills to get there) and the learning that came with it and that will continue to sharpen these knowledge fields. It’s experience, expertise and a gift for permanent reflection (and -serendipity- hereby some thoughts to institutionalise reflection in your everyday organisation life).
What KM tries to do is to manage (or more to the point facilitate) all the processes, systems and people’s interactions in a way that they contribute to this, that they facilitate this.
So my role is to work with these people (using these processes and systems) to help them maximise their experience, expertise and reflection.
And it happens through many activities: journaling (blogging), sharing knowledge, cultivating their reflection alone and in groups, gathering around smart conversations, clarifying their communication to remove all noise that gets in the way of clear, concerted, agreed, sustainable solutions, and making these reflections and their digital traces available to others, so as to connect all the nodes of our collective brain, eventually.
I’m wondering how this connects with David Griffith’s recent questioning about ‘what makes you a knowledge manager‘ as he comes back to some of these basics too.
It’s not quite there yet, I know, but every chiseling step gets me closer to the statue I’m trying to mold.
Which angle you think I should chisel at some more right now?