ΚΜ Blog
By Ulysses Systems Blogspot Author on Wed, 30 Jan 2008 22:42:00 GMT

 If your accountant didn’t know what was important you would be very upset. If your secretary didn’t know what was important you would find another one. If your wife didn’t know what was important you would be confused. If your children didn’t know what was important you would feel the need to teach them. If your mother didn’t know what was important you would think she had gone senile. But it’s ok for computers to think all e-mails are equally important, all documents are equally important, all manuals are equally relevant, and all situations that the company is in are equally important. Does this make sense in a world where e-mail is used as the primary means of coordination in organizations?

By Ulysses Systems Blogspot Author on Wed, 30 Jan 2008 20:02:00 GMT

Human experts do not have static memories. They can change their internal classification systems when their conception of something changes, or when their needs for retrieval changes. People change their focus or their interests and the things they think about and remember change as well. For the most part, such changes are not conscious. People do not typically know the internal categorization scheme that they use. They can do this without even realizing they have done it. This is what a dynamic memory is all about – getting smarter over time without realizing it. The acquisition of new knowledge actually makes experts smarter, while it often just makes knowledge management (KM) systems slower.

By Ulysses Systems Blogspot Author on Wed, 30 Jan 2008 10:04:00 GMT

These days there is a lot of talk about knowledge management, but curiously, you don’t hear much talk about human memory.

People are natural knowledge managers. They receive new information all throughout each day and they decide what to retain and what to ignore, who to pas what on to because they would be interested, and what to consider as a problem that needs more thought. They do this effortlessly and, for the most part, unconsciously. They learn and get smarter as a result of every experience.

It is natural to wonder then, why those who worry about these same issues in knowledge management don’t simply just copy the methods that people use and build enterprise-wide knowledge management systems that mimic how people do the same tasks.