an online book by David Gurteen
In this chapter, Knowledge Management, I take a look at the nature of data, information and knowledge and various aspects of Knowledge Management.Our most effective knowledge management tool is conversation.
The words we choose, the questions we ask, and the metaphors we use to explain ourselves are what determine our success in creating new knowledge as well as sharing that knowledge with each other.
Organizations and individuals face increasing complexity and uncertainty. Relying on isolated knowledge limits understanding and leads to biased decisions. Sharing ideas and insights through conversation helps people make sense of information, solve problems, and adapt to change together. Continue reading Introduction: Knowledge Management Knowledge Management is not an oxymoron
Effective Knowledge Management is crucial in today’s complex world, however, the distinction between terms like data, information, knowledge, explicit, tacit, and implicit knowledge can often be confusing. It is important to have a clear understanding of the differences. Continue reading Data, Information and Knowledge What’s the difference?
Tacit knowledge is a type of knowledge that is difficult to express or communicate through words. It is a vital component of human expertise and plays a crucial role in enabling us to adapt to new situations, solve complex problems, and drive innovation and progress. Continue reading The Importance of Tacit Knowledge Tacit knowledge is knowledge that is difficult to transfer
Explicit knowledge can be easily documented and shared, while tacit knowledge is rooted in personal experience and intuition. Recognizing that explicit knowledge always has a tacit component helps us appreciate the deeper, often unspoken context needed for true comprehension and application. Continue reading The Relationship Between Explicit Knowledge and Tacit Knowledge Explicit knowledge always has a tacit component
Data, information, knowledge, and wisdom are often seen as a straightforward progression. But knowledge is not simply derived from information—it is shaped by curiosity, social interaction, and experience. Understanding how we actually come to know things requires moving beyond rigid models to embrace complexity, uncertainty, and human judgment. Continue reading The DIKW (data, Information, Knowledge, Wisdom) Pyramid The DIKW model
There are several ways of attempting to “know something” (acquiring knowledge). Some of them are more reliable than others. Continue reading Ways of Knowing Ways of acquiring knowledge
What is the difference between information and knowledge? Continue reading Knowledge Only Exists in the Mind Everything else is information
Agency is our ability to make intentional choices and act independently, shaping our lives and identities. The challenge is transitioning from acquiring knowledge to actively using it in the real world. We need to embrace the dynamic nature of agency to turn knowledge into impactful actions and decisions. Continue reading From Knowledge to Agency Developing agency in a changing world – cultivating the capacity to act
Knowledge Management and Information Management are often conflated, but this confusion can be resolved by understanding the clear distinction between knowledge and information. Continue reading Knowledge and Information Management (KIM) Distinguishing Knowledge Management from Information Management
Organizations often talk about Knowledge Management as if it’s a goal in itself. Treating KM as a separate initiative distracts from actual business needs and outcomes. Real value comes from using KM tools and methods to solve business problems and pursue opportunities that matter. Continue reading Don’t Do Knowledge Management You respond to business problems & develop business opportunities using KM tools
Is knowledge power, or is it potential power? And if knowledge is not power, what is power? Continue reading Knowledge Is Not Power Our ability to influence people is power
Knowledge Management has evolved since the mid-90s, shifting from managing information to building collective knowledge. The challenge lies in adapting KM practices to meet today’s complex needs. A four-level framework can provide a structured approach, helping organizations move from information management to supporting agency and communityship. Continue reading The Four Levels of Knowledge Management The relation between Conversational Leadership and Knowledge Management
Is “useless knowledge” useless? Continue reading Is “Useless Knowledge” Useless? Maybe not if it makes things taste sweeter
Peter Drucker introduced the term “Knowledge Worker” in his book Landmarks of Tomorrow in 1959. But what is a Knowledge Worker? Continue reading What Is a Knowledge Worker? A knowledge worker is someone whose job entails having really interesting conversations at work
Knowledge Management tends to focus on the management of information in the belief that if we have more information, better quality information, and more accessible information, we will do our jobs better. This belief is just not true. We need more Continue reading We Know So Much but Understand So Little It is through conversation we make sense of the world
