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Eleven Deadliest Sins of Knowledge Management

Summary

  1. No working definition of knowledge
  2. Emphasising knowledge stock over knowledge flow
  3. Seeing knowledge as predominantly outside peoples' heads
  4. Failing to see that managing knowledge must also be about creating contexts for sharing
  5. Not heeding role and importance of tacit knowledge
  6. Separating knowledge from its uses
  7. Downplaying thinking and reasoning
  8. Focussing on past and present, and not the future
  9. Failing to recognise importance of experimentation
  10. Replacing human contact with technological contact
  11. Seeking to develop direct measures of knowledge
Source: 

"The Eleven Deadliest Sins of Knowledge Management," Fahey, Liam, Prusak, Laurence, California Management Review, Vol 40, Num 3, Spring 1998.

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Source

"The Eleven Deadliest Sins of Knowledge Management," Fahey, Liam, Prusak, Laurence, California Management Review, Vol 40, Num 3, Spring 1998.



Placed on the Communication Initiative site May 20 2003
Last Updated April 30 2008


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Submitted by Anonymous on Sun, 2005-08-28 04:14.

Not sure what this had to do with strategic communication in the context of the other links?

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