Follow-us at @GSWconsulting
I'm currently writing a trilogy on KM. First part is summarizing the last 20 years of KM in about 150 pages - this book is in print. The second one I'm writing now is on how to handle KM - yes, there are already books on this - but you'll see it's different. The last book will be example implementations.
From time to time subjects pop-up in my mind that won't belong in one of these books.
One of these items is that KM really can be counter productive.
When it is handled the wrong way.
But what are typicalities for a counter productive knowledge mangement implementation.
- Wrong choice of technology enabler. A tool with a fool is still a fool. Lot's to be said here. Choose the right one. It's not that hard when you know the guidelines.
- Wrong choice of project management. Archaic forms of knowledge management which are not agile enough to be succesfull in complex environments.
- Not enough focus on the people pillar. A KM initiative must be carried by the staff throughout the organisation. Knowing how people are sharing knowledge is key here.
- To much engineered processes and measurements. In engineering environments engineers love to engineer... too much sometimes.
- Over simplification: it by handling the whole of complex systems that you can sometimes come to solutions that are better and even simplier compared with handling a system which was simplified first.