Time will tell on this one, but what is for sure is that our backend will never be the same again! I will preach this until the cows come home: Antivirus scanners are the old workhorses that have been around since the s. Everyone buys them and then complains about them when they get spyware infections, ransomware infections and several other kinds of annoyances as the developers of malware can usually bypass the scanners with the greatest of ease.
Traditional antivirus scanners are constantly trying to update themselves with virus definitions and patterns in an attempt to see the incoming infection and stop it before it can be downloaded or installed. Next Generation Endpoints take a different approach in that in many cases there is no need for virus definition updates. In fact, many of them, once installed, need no updating at all according to their makers! Their approach is rather simple: The endpoint will then, in real time, look for changes or patterns in the processes that are not standard or approved a.
This approach is a major departure from the normal thinking about endpoint protection and has exploded in popularity. When cisco back then the C was lowercase began the selling the first commercially successful routers in the mids it was essentially a revolution in networking. Nothing before had supported so many different protocols. Virtually overnight, Cisco became a household name in infrastructure technology. For decades this technology remained essentially unchanged. Companies had to purchase various defensive software or appliances separately and make them work in concert to achieve effective defense.
With the rise of threats, hacking and breaches, these firewalls are now becoming the defensive position of choice for companies ranging from small business up to Fortune Their price point is also much more expensive than traditional firewalls but the effectiveness, by comparison, is huge.
Stopping the threats before they actually reach the computers or enter the network is a much better approach than having these infection bypass the first line of defense for the network which is what threats have traditionally done. If I never see another infection in my life I would be a very happy camper.
Talk about one of the biggest tech buzzwords of the twenty-tens era! As I wrote in a previous article , IoT will be billion devices strong by Kings, nobles and lords owning or controlling territories receded in the background, while bankers and industrialists who can mobilize and deploy financial resources came to the foreground. The internal combustion engine, assembly line and replaceable parts eclipsed in importance irrigation, domestication of work animals and seed technologies.
Another power shift is now taking place. The invention of the computer wedded to the telephone has started a new revolution, a revolution in ICT or information and communication technologies. Wealth creation is shifting from harvesting and processing of natural capital, to deployment of human capital to create and apply knowledge. Developed economies are less and less industrial and more and more service economies — their national incomes and employments are shifting to the tertiary or services sectors.
Underdevelopment is less a problem of lack of financial capital, but more a problem of lack of productive ideas and people who generate them. Power is shifting from those with money to those with knowledge. With the end of the Cold War 10 years ago, international conflicts began to shift subtly away from territorial, resource or ideological warfare and towards trade, technological and information warfare.
National intelligence agencies gave new or more attention to economic and technological espionage. Competitive intelligence became a new profession serving businesses. A deeply perceptive remark by former President Fidel V. Ramos had stuck in my head: The World Bank estimated static lifetime indices for some strategically important minerals and made similar worrisome conclusions.
The World Commission on Environment and Development, created by the UN General Assembly, concluded more than a decade ago that creating wealth via withdrawal from nature's limited capital funds is a basically unsustainable development strategy that only favors present generations at the expense of future generations. The common task facing national planners is to prepare their economies to pass crucial hurdles in this century as painlessly as possible, such as: Production and trading based on non-renewable energy and material resources suffer from basic physical limitations that hardly affect production and trading of information- and knowledge-intensive goods and services.
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Shipping goods is more expensive than downloading software. Sending a letter by air mail costs a hundred times more than e-mailing the same letter. Since , the value of international trade grew twice faster than world output of goods and services, and international trade in services grew faster than trade in physical goods or commodities.
And international financial transactions grew twice faster than total world trade, and furthermore, markets for derivative financial instruments futures, options, securities, etc. Observed Walter Wriston, ex-chairman of Citicorp: In the ultimate analysis, the strategic issue is how to nurture or attract people who know how to create, move and use all these.
Kunstler, among the national traits common during those hothouse periods were: People and Services The post-industrial transition is making people more important than money. More of their workforce is deployed in, and more of their GDP comes from, the service or tertiary sector than from the industrial or secondary sector. While the primary sector is land-intensive and the secondary sector is energy-, raw materials- and capital-intensive, the tertiary sector is knowledge- and people- intensive.
Knowledge workers and knowledge experts have become key players. A curious thing happened to the Philippine economy in to The capital flight after Ninoy Aquino was assassinated hurt the industrial sector so badly that since then, more of our employment and GDP had been from the services sector then from the manufacturing sector. The Philippine economy had leapfrogged to become a service economy!
Our export earnings had also shifted from postwar traditional commodities sugar, abaca, tobacco, copper, gold towards services overseas workers. We have become a net labor exporter. Combine these with other fundamental facts about our economy — net energy importer, high population growth, inadequate quantity and quality of raw materials for steel and petrochemical industries and non-existent machine tools industry — and we can easily surmise that our competitive edge is generally not in industry but somewhere in the services sector.
Other basic facts on the Philippine economy and society point to the likelihood that knowledge-based services could well become the competitive edge of the Philippines: Democracy can best provide the environment for encouraging and sustaining creativity and innovation, employee empowerment, free flow of information, free enterprise and networking for tapping productive synergies. In fact, a tidal wave of democracy has been sweeping over the planet during the last two decades.
We discern this from the combination of five powerful trans-societal trends: This powerful tidal wave of democratization is shifting power downward from the state and government to the people. The sovereignty of nation states is under siege from three directions: The democratic and post-industrial transitions are distinct but converging megatrends. With due apologies, I cannot resist the temptation to rephrase President Clinton's campaign slogan: For example, how long does it take for a Sangguniang Panglungsod City Council to conceptualize, research, draft, deliberate and approve a city ordinance?
Or, how long is a typical city legislative cycle? The benefit of such a system is in the form of: Benefits reported from transfer of best practices in some US companies run in the hundreds of millions of dollars. CoP is a formal or informal group of people engaged in the same or similar profession or work. CoP is a vehicle for cross-learning among its members. Imagine this hypothetical future scenario I told this as part of my talk for the League of Cities of the Philippines in Cebu City in Where is the best location for the town garbage recycling facility?
She knows it must be far from populated areas. But she knows too that prevailing wind direction, land values, location of nearby deep wells, slope and geologic foundation are also relevant factors. How does she combine all these information to get the best location? She posted a query at A CoP member derives benefits in many ways. CDS is an example of CoP. Very often, knowledge defined as capacity for effective action is tacit, such as the expertise in people.
Tacit knowledge is undocumented or unrecognized knowledge. You cannot read it anywhere because it is not printed. It cannot be found in the Internet or in any database. You have to go to the person who has it. Aling Loleng Madame Loleng is a good cook. Why, she is a super-duper cook! One of her creations is a unique and unforgettable haleyang ube a thick sweet paste made of violet-colored root crop or ube that sells very well for birthdays and during Christmas.
How to prepare an Aling Loleng haleyang ube is a secret safely locked up in her head. This is a powerful tool for attaining competitive advantage or for creating new product niches. One way to transfer that knowledge is to ask Aling Loleng to write down her recipe. It is a KM procedure for tacit-to-explicit conversion of knowledge. You see, knowledge encompasses information useful for effective action and therefore, very often knowledge has commercial value.
In the world of governance and civil economic benefit society, knowledge is more often not proprietary and is freely shared. Now, Aling Loleng is not exactly a selfish woman. Her children have no talent or inclination for cooking and she does not want to give something of value to those who will not appreciate, practice or add more value to her gift. She coached and mentored use and benefits her in making haleyang ube and other fine dishes she knows. In my basic KM lectures, I conduct mini-surveys.
One question I ask my audience is: The figure means that a knowledge worker wastes about three to four months every year doing nothing productive while hunting for needed information. This amount is in the at the right time saves money millions of pesos. To customize a portal, we must find out the priority information needed by each knowledge worker.
We start with definitions. To mathematicians, physicists and communication engineers, information is a construct with precise meaning: Data to a scientist is information she is interested in. Data is information she needs as input for the purpose of a study.
In the study, she will analyze the data and obtain some meaning out of it. Scientific knowledge equals data plus a conceptual framework hypothesis, theory or principle plus passing a reality check. Science tells about how, and sometimes why, the world works the way it does.
Scientific knowledge plus utility equals technology. Scientific knowledge has some usefulness, such as for description, explanation and prediction. Unlike scientific knowledge, technology has distinct usefulness for creating wealth, for meeting market needs and demands and thus creating value. That is why scientific knowledge is free, open and publicly accessible, while technology is proprietary and more valuable.
On the other hand, experience plus utility equals expertise or skill. While technology is often explicit and tradable, skill is often tacit or not codified and less easily transferable. It covers the whole gamut from technologies whether hard or soft, business methods and processes, business intelligence and tacit skills and expertise. Let's see how information and knowledge behave as economic goods: Information can be copied and recopied at will without diminishing the utility of the original. The reproduction of information does not suffer from physical and natural limits that govern economic goods that use non-renewable i.
Despite intellectual property laws, once the first copy is out in the market, the manufacturer risks ceding further reproduction to intellectual pirates. Consumption of information does not destroy the original form of the pattern, and so preserves the utility of the information for the next consumer. Thus, economic laws, which describe how people behave towards scarce goods, apply with some difficulty to information goods.
Pricing has less to do with unit production cost and more with the utility to the consumer. Generally, prices tend to be low because of economies of scale and incentive to pirate the difference between price and the cost of reproduction to consumers. Pricing can be improved by versioning, enhancements, plug-ins and other means to vary the information product to address of specific consumer segments. On the contrary, a manufacturer can give away his information product for free, e. At first, this appears to fly against all business logic. Actually it is a business strategy to build or capture an information network or platform — a vehicle for later selling many other information products.
Network economics is the next topic. Finally — the craziest behavior — unlike physical assets, knowledge assets appreciate with use application and combinations of use synergy. A teacher gets better the with use more she teaches. Skills increase with experience. If there were only one fax machine in the world, it would be a completely useless device. If there are two fax machines, they can just start to be useful. The more fax machines are interconnected into a network, the more useful is each fax machine. There are many examples of goods and services that get more valuable to a user as more users consume the same good or service: When a new user joins the network, his action creates incremental benefits for all users in the network.
After a critical mass is reached, there is an incentive for new consumers to come in and thus the network continues to grow and adds more incentive for new joiners. Contrary to expectations from the law of supply and demand, the marginal utility of buying e. A network creates business opportunities by serving as a platform for other goods and services that complement or use the network. The attractiveness of an MS-DOS versus a Mac operating system depends on how many software products can be run in each system.
The owner of a sole or dominant network dictates de facto technical standards, e. Microsoft's Windows operating system. Between two uneven networks, incentive to interconnect is less for the larger network. Incentive to interconnect or merge is best between two networks of about the same size. The success story of ICQ is illustrative. Instant messaging is an Internet communication service that is more synchronous than e-mail but less intrusive than telephone. It is similar to SMS short message service over mobile phones.
With ICQ installed and a user is online, she knows who among those in her contact list are also on-line. She can send a direct message which announces itself to the receiver with a cuckoo birdcall , e-mail with URL, file or picture attachments, or initiate a two-way or multiple chat request. She can also invoke external applications like games and some online conferencing tools.
Freely downloadable, this innovative tool was introduced in November by four young Israeli programmers. Users readily liked ICQ and it quickly took the Internet by exponential storm: AOL Time-Warner was positioning its technologies towards becoming the standard for instant messaging that will link mobile phone users with Internet PC desktop users and vice-versa. There are wars over networks going on. Why do many people engage in software piracy? Why do some people copy entire books? I like asking questions of this sort: What are our patterns of behavior and their underlying assumptions?
The question on software piracy led me to a rather abstruse journey. With some patience from you, let me walk you through it. Goods can be classified in two ways. First, a good can be shareable or non-shareable. A shareable good is one where more than one person can enjoy, use or consume the same good.
Examples are a book, lecture notes, moonlight, a video disk and a scenic view. My enjoyment of the breathtaking sunset at Manila Bay does not preclude other people enjoying the same good. This is a case of multiple consumption. This is not the case for a non-shareable good. Another cannot breathe the oxygen I breathed in. Another cannot reuse the gasoline my car burned. What I ate cannot be eaten again by another.
Secondly, a good can be classified as either excludable or non-excludable from non- owners enjoyment, use or consumption. A landowner can put up a fence and employ security guards to keep other people out. You can place cash and stock certificates in a safe and not tell anyone the combination. The toll road operator can construct fences and toll gates. The attribute of excludability of a good depends on whether there exists a practical, inexpensive, legal and socially acceptable way of preventing non-owners of the good from using it.
Some examples of non-excludable goods are sunshine, light from a lighthouse, undersea corral reefs, most Internet resources and the North Pole. Excludability is not only an intrinsic attribute of the good but also reflects the state of technology, presence of legislation, enforcement and prevailing culture. Based on the two classifications, there are four types of goods: Non-shareable and excludable goods are often treated as individual private property, e.
Shareable and excludable goods are best treated as common private property, e. Shareability allows group ownership, while excludability allows multiple enjoyment by owners while keeping out non-owners. Non-shareable and non-excludable goods are treated as commons, e. The practice of private ownership is not practical for non-excludable goods. This type of good is often freely accessible to anyone. But because of non- shareability, consumers tend to harvest as much as they can because they know that what others get they cannot get and vice-versa zero-sum game.
So, everybody ends up getting as much as they can from the commons and the result is common resources get depleted quickly to the disadvantage of everyone — what Garret Hardin calls the tragedy of the commons. Shareable and non-excludable goods are best treated as public goods, e. This open access culture seems prevalent in farms, rural hinterlands and forest areas where the bounties of nature are plentiful. This rural behavior is prevalent and seemingly tolerated by private landowners.
Many seem to treat fruits in someone else's farm as free public goods. Perhaps the easy reproducibility of agricultural goods has the same behavioral effect as shareability of public goods. Information and knowledge belong to that class of goods which is shareable and non-excludable or, at best, poorly excludable. This intrinsic property of information and knowledge entails interesting consequences: A sharing culture is accompanied by assumptions such as giving is not necessarily at the expense of the giver, there is more than enough for everyone, using is more important than on owning, and if we don't exchange, we both lose positive-sum game.
What is the difference between the two terms: Allow me to quote famous knowledge management or KM authors: Knowledge is capacity for effective action. It includes information to get things done, to achieve valued results or for creating value. Here are examples of tacit knowledge. There may be several reasons for this. There are many things we can do well but cannot explain or write down: Then, people have a tendency to hoard valuable tacit knowledge.
Now we can answer the question: You need to first encode knowledge before you can enter it into a computer or print it in a document. Another way to say it is, information management deals with information objects and aims to optimize people-to-information interface while KM is about optimizing both people-to- information and people-to-people interfaces. Yet, many managers are biased towards visible or explicit knowledge. KM provides a framework that enables recognition of intangible assets in an organization. Otherwise, we cannot manage what we hardly see.
When I was a child, I hardly knew about cars and driving cars. I was not even aware that there is such a thing as the skill of driving a car. Then, when I was in high school, I became aware that I am ignorant about driving I moved from unconscious ignorance to conscious ignorance. The desire to drive slowly emerged in me. When I was in the third year in high school, the driver of the jeep that brings me home every day allowed me to handle the steering wheel for a few minutes. I was so excited. But my opportunity to finally learn how to drive came when I was pursuing my masters degree in the United States and I had to drive several miles to our laboratory where there are no regular bus lines and it is expensive to take a taxi Center for Conscious Living Foundation Inc.
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I hired a lady, a retired US postal delivery woman, to tutor me in driving. It was exciting being able to drive a car over miles and miles of country roads in upstate New York. Of course, in learning to drive and even shortly after I got my New York drivers license, I was very conscious about where I place each of my feet, what I press, and how far I have to move the steering wheel. I have moved from conscious ignorance to conscious knowledge.
That was more than four decades ago. Now I drive without thinking about it. Tacit stage of knowledge knowledge, not conscious or explicit knowledge, is the highest stage of knowledge! If I Had a Hammer There is a wide variety of KM tools available to KM practitioners. But I have not seen any KM author make a conceptual map or index of these KM tools — something that tells you in a single glance which tool is used for which purpose. I had the same predicament when I first taught research methods and statistics.
There is a bewildering array of research methods and statistical tests. The strange thing is that I have not seen any statistics author make a conceptual map or index of statistical tests, or one for various research methods. So, I made out for my students a one-page map of research methods and tools, and a three-page index of various statistical tools.
I delight in creating conceptual diagrams that convey the essence of concepts and principles in just one sweep of the eye. That reminds me of a childhood experience. I have seen the wall-to-wall and floor- to-ceiling tool rack of a well-equipped carpenter. It is a delightful sight to behold, especially for someone who, as a child, grew up under a father who was an expert carpenter. Scanning the wide variety of tools and knowing that each tool has very specific uses was an exciting thing to learn as a child.
Teaching a graduate course in Knowledge Management at the University of the Philippines Technology Management Center, I was again in an old familiar situation. I could not find a conceptual map or index of KM tools. Again, I had to produce something for my students. You can also access http: The second map has links to summaries of nearly 30 articles or book chapters made by my students.
The position of the links is related to the type of KM tool the summary is about. This saves you time reading the complete articles themselves. This page is part of my Technology Management course Web site. Feel free to browse through the site. It is an evolving thing because the course is not yet over. The more substantive term papers will be coming in during September.
Please do not expect a complete e-learning package. This course is only a Web-assisted course; it is not a totally Web-based course.
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I decided to do it for three reasons: Unless teachers and professors learn new tools and re-engineer themselves, they will soon become extinct or antiquated. I can anticipate that traditional universities will soon have to learn the KM framework and its teachers and professors soon must have to be familiar with some KM perspectives and KM tools. There are forecasts that in a few years there will be more corporate universities most of them e-universities than traditional universities in the United States! For example, it would be embarrassing for professors and tragic for students if more and more people will realize that many of the ideal qualities of learning organizations are absent in their university!
Back to mapping of the wide repertoire of KM tools. I think it is not necessary to know all KM tools, just as it is very wasteful to learn all statistical tools, or all research tools, or all management tools. It is enough to know three things: Knowing only one tool can be dangerous. I remember a colleague and friend, who happens to be a creative musician and artist, and a master of paradigms and cultural world views, Professor Felipe de Leon, Jr. We will talk about hammers and many other tools in the next chapters. Sharing Knowledge I In a team or company, there is much unrealized potential for knowledge to create value.
We can see this from two common situations: People often know something useful that others in a group do not know; and 2. The more knowledge is available to the group, the more the group can combine, synergize and create new knowledge; and a third, human factor: Individual willingness to share knowledge varies greatly. Situation 1 is crucial when many employees or teams perform similar tasks, but their productivities and the qualities of their outputs are very uneven. Situation 2 is crucial in companies that compete largely by introducing innovative products and doing it quickly.
These companies depend on the speed, amount and quality of knowledge shared across functional departments and across members of product development teams. Situations 1 and 2 are present more or less in every company. How much the company can muster and apply group knowledge to realize business value depends on a human factor: Government personnel commonly hoard information, including non-confidential and public domain information, except from people they personally know and trust.
When I was a government officer I built and relied on my personal network of friends in other government offices for obtaining needed documents. My secretary developed personal ties with her counterparts.
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People who are in similar professions or jobs tend to associate informally with one another to compare notes, share the latest technical developments and gossips, and exchange useful tips and tricks of their trade. In the academe, knowledge sharing is common, but authorship, credit or by-line must go with the knowledge shared and the receiver must acknowledge when such knowledge is quoted or used.
The flipside of this academic practice is hoarding knowledge that has not yet been published. Monetary or honorific incentives. People tend to hoard knowledge with economic or competitive value. An antidote is employee innovation programs that award a percentage of the net financial impact of the innovative idea. Incentives awarded to work teams will encourage knowledge sharing within, but not across, work teams. In universities, reward systems are individual based, which do not encourage sharing and building group knowledge. Modeling by leaders, company policies and ingrained practices affect willingness to share knowledge.
Some organizations see below adopt knowledge sharing as a matter of policy. But in many others, the overriding priority is production and thus people devote little importance and time for knowledge sharing. What strategies for knowledge sharing have been found to work?
Larry Stevens reported seven case studies of workable approaches to knowledge sharing Knowledge Management Magazine, October Collective Technologies is an e-business consulting firm in Austin, Texas. Knowledge sharing is an important criterion in hiring. Buckman Laboratories, a chemicals company in Memphis, Tennessee, uses a ten- point manifesto to deliberately create a corporate culture. Its employee evaluation system is based on the manifesto, which includes knowledge-sharing activities in the company intranet. An executive is evaluated according to how many solid business ideas she originated.
Royalty points are awarded to an employee each time someone uses knowledge he posted in the company intranet. Knowledge sharing is also an important criterion for promotion. To reinforce a knowledge sharing culture, they adopted two systems for publicly recognizing those who excel in Center for Conscious Living Foundation Inc. Knowledge sharing is encouraged by conferences, classes and mentoring programs within and across teams. The World Bank created more than a hundred specialized voluntary virtual knowledge communities consisting of professionals from many countries all over the world.
Technical questions are posted and answers can come from anyone anywhere who may happen to have related experience or expertise. Participation is not obligatory but is driven by personal interest and willingness to share knowledge.
Capital One, a financial services company in Falls Church, Virginia, recognized the talent and interests of a staff member and formalized her role as a Knowledge Champion, who then started to initiate various knowledge management initiatives within the company. These companies are learning the delicate transition from individual to group knowledge. Sharing Knowledge II Whenever knowledge is re-used, value is created.
Tools for capturing and sharing knowledge are among the most useful and popular. Tools differ according to how much tacit knowledge is involved and how easily it can be codified i. Knowledge management KM is an explicit framework of the workshop. I will use the workshop to illustrate examples of KM tools for knowledge sharing. Four countries who are advanced in their national assessment processes — the Philippines, Nepal, Mongolia and Pakistan — presented their experiences.
The workshop organizers UNDP and ESCAP provided for a separate session where sub-regional groupings of countries can exchange experiences of what works well and what are the obstacles. I chaired a plenary session on sharing of good or best practices and innovations across countries. It was an instructive and productive session where I myself learned about how the widely different political and cultural situations in each country lend themselves to specific appropriate approaches, and how some other approaches are more generally applicable. The future steps agreed during the last workshop session were recognizably KM tools.
China has been using this approach. We agreed to be in continuous e-mail contact after Bangkok, or pay them a few days visit should the need arise — which Cambodia did a few months later. Earth Council executive director for the Asia-Pacific region Ella Antonio wants it to be a model for other countries in the region. The logic of knowledge networks occupying similar niches is such that if they do not interconnect and facilitate information and knowledge sharing, both will be losers.
In addition, the PCSD knowledgebase will enable: Facilitating beneficial knowledge sharing is the essential purpose of many KM tools. Working with Tacit Knowledge I Accompanying knowledge management is recognition of the importance of tacit knowledge and renewed interest in tools for transferring tacit knowledge such as mentoring, apprenticeship, visit by an expert team, peer assist and help desks. Let us examine the following cases. Trauma care in hospitals tends to be multidisciplinary, requiring the right blending of different expertise into an effective process that is best learned from action and experience.
The team discovered the importance of knowledge infusion by way of short visits to Lancaster by a multi-disciplinal team of specialists from a regional SCI center, the Thomas Jefferson University Hospital in Philadelphia. In Matsushita Electric Company in Osaka, engineers tried unsuccessfully to design a dough kneading machine. One of them volunteered to study as an apprentice under the chief baker of the Osaka International Hotel. An executive estimated that his company loses about a million dollars for every day of delay.
A global pharmaceutical company, after having exhausted benefits from sharing of codified knowledge through their electronic document management system, decided to uncover and use previously codified tacit knowledge for further reducing cycle time. The World Bank has set up among the more sophisticated, multi-sectoral knowledge bases to leverage its immense knowledge in development work across teams working in all regions of the globe.
Help Desks where personal assistance from specialists can be sought. Ikujiro Nonaka, one of the knowledge management gurus, claims that Japanese firms are better able than Western firms in recognizing, appreciating and managing tacit knowledge. I believe he is right, because he draws Japanese examples that antedate the emergence of knowledge management in Scandinavia and the United States. I suspect cultural factors are at work here. The Japanese has a long tradition: The values and practices in iemotos are excellence, loyalty to the iemoto, reverence and obedience to the master, perfection, constant practice, personal growth and learning.
Of course, learning in iemotos in ancient Japan was largely tacit — not through reading books or listening to lectures the way modern Westerners normally associate with learning and knowledge, but through observation of the master at work and through constant practice under the watchful eye and expert guidance of the master or his more advanced students.
I also suspect that iemoto values have somehow spilled over to the culture in modern Japanese firms. May I share with you several thoughts about tacit knowledge. Look around the room. Every invention, design, innovation or improvisation you see around you started out as an idea in the head of someone. Therefore, enabling knowledge creation involves the delicate art of facilitating what is essentially a tacit process.
By the way, von Krogh is a Swiss. This is a clear example that knowledge management is only a new framework and that it embraces tools many of which are not new. KM is simply a new way of looking at much the same things. The absence of a KM framework can make knowledge rather invisible! One of my students told my knowledge management class the case of a skilled technician in a chocolate candy factory. He alone knows the right smell, color, proportions and timing in the process of mixing ingredients for the product.
When he resigned, the company was crippled. The management failed to recognize the crucial importance to the company of a rather invisible asset! Do you have employees for whom replacements would be difficult to find? Would your business be crippled if a or a few key employee suddenly leaves? Do you have jobs for which formal training is not a good indicator of competence? Do you have jobs for which personality is more important than possession of an academic degree?
Not all tacit knowledge can be codified or made explicit. Only after codification into a manual, work template, training material, formula, computer program, diagram, flow chart, book, etc. According to David Hastings of Computer Associates, explicit knowledge constitute less than five percent of an organization's total knowledge. The rest is tacit knowledge. Now you can appreciate why knowledge management is much more than information management.
Tacit knowledge is personal. It is the sole, private possession of its owner. Tacit knowledge is where the human side of knowledge management is best seen. Much knowledge remains tacit for many reasons. It is referred to in several articles and books [25] [26] as abused and overused to the point of becoming meaningless. The term "paradigm shift" has found uses in other contexts, representing the notion of a major change in a certain thought-pattern—a radical change in personal beliefs, complex systems or organizations, replacing the former way of thinking or organizing with a radically different way of thinking or organizing:.
From Wikipedia, the free encyclopedia. For other uses, see Paradigm Shift disambiguation. Retrieved November 14, Boston studies in the philosophy of science, vol. Galen's errors and the change of anatomy in the sixteenth century]". In Lakatos, Imre ; Musgrave, Alan. Criticism and the Growth of Knowledge second ed. Fabricating the Keynesian Revolution. Hobson has flung himself with unflagging, but almost unavailing, ardour and courage against the ranks of orthodoxy. Though it is so completely forgotten to-day, the publication of this book marks, in a sense, an epoch in economic thought.
Monetary Economic Research at the St. The Federal Reserve Bank of St. Science of Computer Programming. Lessons from the Early Environmental Movement".
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