Knowledge management systems are invaluable especially to companies who only have knowledge to give. However, there are many problems in developing a successful and useful knowledge management system (as we saw with Siemens and ShareNet).
How do you ensure the quality of postings? Some companies have implemented a quality ratings system. Others have placed expiration dates on the items in order to automatically eliminate outdated knowledge and/or redundancies.
How do you encourage people to use others' experiences? People are not always willing to share their experiences. In fact, people are more likely to share only success stories whereas the failures present the most opportunities to learn. Once people post their success story, how do you get others to adopt it? Wouldn't you try and succeed on your own? Why would you want to work really hard, and then in the end give all the credit to Joe in Africa for his idea?
It is important to understand that face to face interaction is just as critical as technology. Knowledge management systems are a good resource, but I do not think a substantial investment should be made in them. They help jump start ideas, not create streamline solutions.
I really like your thoughts on this, Holly. I think a knowledge management system can only go so far.
ReplyDeleteFirst of all, I think it is quite difficult to get everyone on board. After you've worked so many days on getting a contract signed, why then would you want to go write about it, especially if it didn't work out.
Second, I'm sure there are a lot of posts that don't have the quality to really provide a source of help. I think having a form to fill out with each post might make sure that valuable information gets into the system.
Third, I agree that face to face interaction might be a better way to get things done.
A major problem with intrabusiness knowledge management is that employees know that knowledge is valuable powerful, so many times they will purposefully withhold this knowledge from the company to maintain their sense of value to the company, also known as "knowledge hoarding."
ReplyDeleteEither incentives or deterrents should be implemented within these companies in an effort to encourage and facilitate full disclosure of all employees' knowledge that could potentially in any way affect the company.
Face to face interaction would be preferable in the sense that it makes the exchange more intimate and personal, therefore decreasing the chance that the employee will withhold pertinent information from the knowledge management team.