IKM Lab Perspective on Individual Knowledge Management
(includes ideas by D. McConnell, Univ. of Sheffield, UK)
- A major factor in the take up and use of ORGANISATIONAL Knowledge Management is the
development of professional staff ('knowledge workers')
- Within a KM initiative there is a clear need to help staff in making the PARADIGM SHIFT
from 'conventional' work to work in a knowledge based environment.
- The new opportunities provided by a knowledge management system pose significant issues
about the development of professional staff's understanding and skills in contributing to
the success of organisational KM (knowledge sharing, etc.)
- A new paradigm is needed for thinking about these issues, which challenges our
understanding of the nature of knowledge, of knowledge identification, construction,
sharing and use by the networked individual knowledge worker: this new paradigm is
INDIVIDUAL KNOWLEDGE MANAGEMENT.
- INDIVIDUAL KM is not a simple shift but a complex cultural change. it has been ignored
up to now by the KM community but will emerge as a strong need
when KM activities will become more and more established in organisations.
- We need a critical analysis of this new emerging paradigm, if we want to be able to
develop tools and methods that can efficiently and effectively help knowledge workers in
coping with the required cultural change.
- The IKM Lab has developed MailTack, a pioneering pilot tool
to be used in trial actions for exploring the development of individual professionals
to cope with organisational KM.
- Professional skills promoted by MailTack include:
- finding out what I know, also if I remember it vaguely
- reusing what I know
- sharing what I know
- finding out what other know
- reusing what other know
- ensuring that what I say is interpreted the way I intend
- ensuring that I understand what is said the way it is intended
- raising new issues
- justifying positions
- questioning and answering
- negotiating and structuring controversy
- Using MailTack thus helps the individual at two levels:
- in managing her personal knowledge assets (individual level)
- in using the new opportunities provided by organisational KM like participating in
organisation-wide networked knowledge sharing (organisational level).
- Experiments with MailTack could provide material for doing the critical analysis
mentioned and thus putting the organisation in a better position for managing the cultural
change of INDIVIDUAL KM in a way that would contribute to the success of organisational
©2000, IKM Lab - 02.07.00 - 02.07.00