Emphasis on the "How" and Not Just the "What"?

In recent years, we have heard a lot about individuals' concerns regarding knowledge management. We have received many explanations about why all professional prestige stems from the knowledge one accumulates and why one would fear knowledge sharing so much.

Here are several methods to ease/bypass and reduce the intensity of the problem:

1. Not to mention, as a goal of knowledge management, reducing dependence on individual employees. Such an argument, even if true, can move the project several steps... backward.

2. When building knowledge repositories or publishing knowledge in any other format, always acknowledge the name of the knowledge creator. The credit is due to them, and thus their prestige increases, not decreases.

3. Not to share the precise project objectives with all organization employees, at least until the advanced stages, is recommended. High-sounding words are intimidating, and vague concepts hinder cooperation. One can discuss process improvement, methods, and tools to help employees perform their activities, etc.

4. Where no problem is created, it usually doesn't arise on its own. The facts indicate that in the US in 1998, organizations viewed concern about knowledge sharing as a minor problem (seventh in order of priorities, out of seven). Perhaps it's not advisable to offer employees ideas for solving problems...

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Want to learn more about change management?

Here are some articles you might find interesting:

• Benefits of Change Management Service

• Knowledge Management Forecast - The Road Ahead is Long

• Using Activation (Engagement) in Organizational Knowledge Management Processes