> Steve - interesting point - I think you're onto something, especially
> given the way the wind is blowing regarding companies and their use of the
> term "knowledge management" (see my latest post).
> Your comments remind of two KM-related concepts/truths. One is the notion
> of the Learn -> Do -> Know loop (don't know the source), which says (at
> least in part) that knowledge emerges from doing something; and doing
> something is made possible or enhanced by learning something. So to your
> point, from an organizational perspective perhaps this is a way of saying
> that knowledge is an outcome, not a point of control or direct influence.
> The second thing I'm reminded of is David Garvin's wonderful learning
> organization framework which lays out three modes of learning: learning
> before doing (aka training), learning while doing (mentoring, OJT), and
> learning after doing (AAR). I used this on a large consulting engagement
> to organize eight individual "KM" initiatives into a conceptual framework
> that made it easier for us to explain to stakeholders how all the
> initiatives hung together. Again, knowledge was the targetted outcome, but
> the locus of control was clearly on learning.
> Good point, Steve. Thanks for sharing.
> Tom Short Consulting
> Knowledge Transfer
> Knowledge Strategy
> --- In sikmleaders@...
, "StevenWieneke" wrote:
>> SIKM Leaders,
>> Is learning the missing emphasis of knowledge management?
>> I recently presented at the 2010 KM Symposium in Chicago, addressing two
>> Q: Which comes first, learning or knowledge?
>> A: "…Unlike the chicken-egg circular cause and effect, learning
>> ensures knowledge, but knowledge does not necessarily ensure learning.
>> There must be a learning aptitude and mechanism for existing knowledge
>> to be adopted or internalized by any of us. If the knowledge does not
>> exist, the same learning aptitude can discover new knowledge through
>> experimentation and even accidental incidents…"
>> Q: Which comes first in an enterprise, managing learning or managing
>> A: "…If learning is beneficial for us, then learning should be
>> beneficial for an enterprise. Like people, an enterprise needs a
>> learning aptitude (culture) and learning mechanism (visible learning
>> process). Even if employees are individually learning, the enterprise
>> may not, resulting in rework, remediation, rediscovery, reinvention and
>> customer dissatisfaction…"
>> Find the presentation
>> ing.pdf> and paper
>> .pdf> at www.elkawareness.com
>> Your thoughts?
>> Steven Wieneke
>> enterprise learning & knowledge awareness coach