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Hello David,
Thanks for the publicity for the paper :-) You might also find the discussion at http://www.jiscmail.ac.uk/lists/IR-DISCUSS.html interesting.
I'd just point out that I concluded that km is 'in large part' a fad. I, too, believe that there is a core (or, perhaps a dimension) that may have some survival value, which is the part with which you appear to be concerned. The difficulty, as you say, is in finding a new label for that area, since the IT systems and software industry has made a brave stab at taking over the term and re-badging existing products. On the other hand, as you describe it, perhaps it already has a name - "applied cognitive psychology" :-)
The problem I see with the 'information sharing' dimension of km is that organizational cultures, generally, do not foster that kind of collaborative behaviour - our organizations make us ill, with overwork, stress and the associated illnesses. I'd guess that the majority of businesses are run in ways that actively prevent information sharing and km in the information sharing sense is not something that can be grafted on to an organization - it's not a 'solution' to be bought and implemented, but a fundamental change in the ways CEO's think about people - as knowing, thinking, innovative beings, rather than units in the production process. We've got a long way to go.
You might also find Frank Miller's paper in the same issue of interest: Frank is a km consultant and his views on the subject are intriguing. (http://InformationR.net/ir/8-1/paper140.html) - you can also check out his highly informative web site at: http://www.fernstar.com.au/index.htm
Regards,
Tom Wilson
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| David Gurteen |
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