Some principles that facilitate knowledge management

In the midst of profound changes created by the age of information, Margaret Wheatley observes that managing knowledge is a survival skill that is both natural and satisfying. Yet organizations struggle with managing knowledge. She offers these principles in support of knowledge management:

• Knowledge is created by human beings, not hardware.Organizational conditions that support people, foster relationships, and give time for thinking and reflection would reveal that "it is not knowedge that is the asset or capital. People are."


• It is natural for people to create and share knowledge. "Study after study confirms that people are motivated by work that provides growth, recognition, meaning, and good relationships."


• Everybody is a knowledge worker. "...you never know who has already invented the solution you need."


• People choose to share their knowledge. People "willingly share if they feel committed to the organization, believe their leaders are worth supporting, feel encouraged to participate and learn, and if they value their colleagues.


• Knowledge management is not about technology. "Our relationships connect us, and once we know the person or team, then we eagerly use the technology to stay connected."


• Knowledge is born in chaotic processes that take time. "We have to face the difficult fact that until we claim time for reflection, until we make space for thinking, we won't be able to generate knowledge, or to know what knowledge we already possess. We can't argue with the clear demands of knowledge creation-it requires time to develop. It matures inside human relationships. Relationships and creativity are always messy and inherently uncontrollable."

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