Knowledge Management and the Royal We
March 26, 2009
Here in the hollow, the goslings and I don’t have a knowledge management system. Without knowledge, the effort to implement document repositories and collaborative information sharing systems seems silly even for a goose.
I was interested in a Harvard Web log post called “When Knowledge Management Hurts” by Freek Vermeulen. You can read the knowledge-infused essay here. The core of the article is research by academics about the value of having a knowledge management system. For me the big idea in the write up was this passage:
But they proved themselves wrong; to their surprise they found that the more internal electronic databases were consulted by these teams the more likely they were to lose the bid! Likewise for seeking advice from colleagues. This effect was especially pronounced for very experienced teams. These consultants were much better off relying on their own expertise than trying to tap into experiences by others, whether it was in the form of electronic assets or external advice.
I wanted to point out that the present business and financial crisis may suggest that in some MBA fueled organizations common sense seemed to be in short supply. Sure why not play hunches. Guessing seems to be a bit of an about face because business schools have chanted data for many years. I wanted to point out that costs are indeed an issue.
I won’t. I will call attention to the royal we the author uses. I feel suitably surflike.
Like the economists whose thoughts complement academics who consult, the present financial climate speaks more eloquently than I can honk like a black swan.
Stephen Arnold, March 27, 2009
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