What if the real shift is not in managing risks, but in how we manage them?

In the third session of the Knowledge Management Global Network (KMGN) Strategy Course, Prof. Susanne Durst from Thailand explored Knowledge-Based Risks.

One message I found particularly thought-provoking was her invitation to adopt a neutral perspective on knowledge when evaluating its risks 🔍.

As knowledge professionals, we often approach knowledge as inherently positive, something to cultivate, expand, and leverage. Yet knowledge can also mislead decisions, reinforce bias, increase dependency, leak beyond intended boundaries, or quietly erode judgment. It is dynamic, context-dependent, and sometimes fragile. Even phenomena such as turnover or forgetting can represent both opportunity and threat.

In my reflection, this neutral lens should not be limited to knowledge alone. It challenges us to reconsider how we approach risk management more broadly. Managing knowledge risks, therefore, is not only about mitigation. It is about discernment. Distinguishing between what strengthens capability and what weakens it.

And in my view, in the age of AI this discernment becomes even more critical, reinforcing the importance of subject matter experts and knowledge managers in validating, contextualizing, and constructively challenging machine-generated outputs 🤖.

Strategic maturity begins when we stop assuming value and start deliberately designing for impact ✨

Thank you Vincent Ribiere for introducing Susanne Durst to our KM Community 🙌🏻