The fatal flaw in thinking in terms of knowledge management is in adopting the perspective of the organization as the relevant beneficiary. Discussions of knowledge management start from the premise that the organization is not realizing full value from the knowledge of its employees. While likely true, this fails to address the much more important question from a knowledge worker’s perspective of “what’s in it for me?”. It attempts to squeeze the knowledge management problem into an industrial framework eliminating that which makes the deliverables of knowledge work most valuable–their uniqueness, their variability. This industrial, standardizing, perspective provokes suspicion and both overt and covert resistance. It also starts a cycle of controls, incentives, rewards, and punishments to elicit what once were natural behaviors.
Suppose, instead, that we turn our attention from the problems of the organization to the problems of the individual knowledge worker. What happens? What problems do we set out to solve and where might this lead us?
This approach also leads you to a strategy of coaching knowledge workers toward improving their ability to perform, instead of training them to a set standard of performance. In this respect, knowledge workers are more like world class athletes than either assembly line workers or artists. There are building block skills and techniques that can be developed and the external perspective of a coach can help improve both. But it’s the individual knowledge worker who deploys the skills and techniques to create a unique result.