percent of total knowledge. A key reason for using KM practices is to “reveal” and share the other 80 percent. An example of “tacit knowledge” might be a writer with an idea for a blockbuster movie. While the idea remains hidden in the writer’s mind, nothing can be done with it. Once it reaches the desk of a movie producer, gets into the hands of actors and finally placed on film, the tacit knowledge shared has become explicit knowledge. Te idea has much more value now that it has been shared.
Without KM, IM is like a library where you cannot read a book, watch a movie or listen to music. We know the infor- mation is there, but we cannot add any meaning to it or use it. Without IM, KM can’t share information and mean- ing with those people who need it to make daily decisions.
KM IN FOUR PARTS KM has four major parts to consider. Tey are the PEOPLE in a GROUP, PROCESSES, or how people do things, and TOOLS and TECHNOLOGY, or the enablers people use to do things as part of a GROUP. Tese four parts must work together to better use not only the explicit knowledge already known, but also to help draw out the tacit knowledge known and understood by its owners.
When considering the PEOPLE part, we first have to look at our colleagues as humans. Trust is an important tool in revealing hidden knowledge. PEOPLE must feel that things they share with the GROUP will be used for the good of the GROUP. Tey will not trust you if you make fun of them or hurt them. If you are in a GROUP and have something to say, do you say it? If you trust the GROUP, you probably do. But if you didn’t know who might hear you or read what you wrote, you might not want to
PROCESS
PEOPLE
KNOWLEDGE MANAGEMENT
TOOLS AND TECHNOLOGY
THREE THINGS TO CONSIDER
KM has three major considerations: the people in a group, the processes they follow and the tools and technology they use. These three parts must work together to make best use of explicit knowl- edge and to help draw out tacit knowledge. (SOURCE: iStock/Thinkstock)
share your thoughts and words. Making people feel that they can share as part of a trusted GROUP is key to good KM. When you can trust, you can share.
Te second part of knowledge man- agement is PROCESS—the different steps to start and finish a job. Many processes have grown up over time, and, as PEOPLE, we fall in love with them. When someone tries to change the way we do things, we think they are attacking us or our GROUP. A work GROUP using good KM will under- stand the change not as an attack, but as a smart way to make things better for the GROUP. All ideas can come out and be tried until the best rises to the top. When this happens, change is not so scary.
Te third part of KM is TOOLS and TECHNOLOGY, which are the com- puters, networks, software and hardware we use every day at work. Of the four parts of KM, this is probably the easi- est to get right if you have thought about PEOPLE and PROCESS first.
It is important to understand that not all TOOLS include computers and net- works. Conversations, meetings, signs, printed papers and books can also be TOOLS in sharing information and knowledge. Using TOOLS and TECH- NOLOGY is the easy part of KM as long as we have great thinkers in our GROUP.
Te last piece of KM is the idea of GROUP or organization. Within our GROUPS, the PEOPLE, the PROCESSES and the
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