Impressive wording for what I conceive of – after long-time inhibitors will fall asleep – prerequisites of framing a world you’ like to work and live in – if you read those paragraphs inversley. Providing the right framework will lead to innovation through creativity and productivity: flow! Software – we create -can help – I’m deeply convinced and dedicated to work hard to proof it.
Particularly, they reflect on the current dismal success rate of KM (t d f)-technologies and possible factors that have been responsible. Such factors relate to the broader practices of management, and the textbooks on management practices used for educating managers. However, to understand the growing disconnects between increasingly ’smarter’ and affordable technologies and performance outcomes, one must reflect on the transition from industrial economies to information economies and the ongoing transition from information economies to knowledge economies. Understanding the contrast between the latter two is critically important for recognizing the sources of increasing complexity and uncertainty contributing to systems failures. Importantly, these sources lie more outside the firm rather than inside and can not be adequately managed by an internal focus on efficiencies. Paradoxically, the economies of the bygone era had inculcated in most managers the models of scientific management (t d f) based on deterministic control. However, in the new era of rapid pace of increasingly unpredictable change, such models of deterministic control would result in failures – particularly of large-scale systems. The challenge lies in trying to control what is uncontrollable. Most of the management practices, texts, and scholarly research done in the prior era had propagated the model of deterministic control. Also, it is my observation that management research conducted during the past decades has become more and more detached from the fundamental reference disciplines such as psychology. The emergence of the digital era with KM at its focus resulted in the ‘perfect storm’: managers trying to impose greater controls when such controls are either economically expensive to sustain and often even detrimental to the viability of the increasingly ‘out-of-control’ systems. The increasingly ubiquitous, distributed and intangible (and tacit) nature of knowledge work and the increasing fuzziness of work-life boundaries pose further challenges to the command-and-control models of the assembly-line era of mass production. [...]
Knowledge management programs based upon mechanistic models of command-and-control logic often fail to generate the commitment of users needed for goal oriented pro-active application, creation, and renewal for knowledge. Sometimes, a specific individual or department may be held responsible for knowledge creation, dissemination, and sharing by other individuals and groups which is a difficult proposition for obvious reasons. Often, such programs may fail if not adequately motivated by specific objectives that contribute to the realization of performance expectations and value propositions at both collective and individual levels.
(An interview with Dr. Yogesh Malhotra: Knowledge Management: Rethinking Management for the New World of Uncertainty and Risk)
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Tags: Business, Knowledge-Management, NEXTspace, Social Software
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