Knowledge Professional’s Role in Knowledge Management
Abstract: Many KM activities require extensive and unusual expertise. In particular, analysis of knowledge-intensive (K-I) activities — the mental tasks people perform and the mental models they use to deliver work products — is complex and based upon deep insights into what typically takes place in the knowledge worker’s mind during different stages of work. Part of hands-on KM work consists of in-depth analysis of K-I work functions, knowledge acquisition and, often, building KBSs for significant work functions. This work requires that knowledge professionals (KPs) with proficiency in many areas better understand the functional requirements and the knowledge content that need to be included in the final approaches.
Without proper professional knowledge expertise, there is a tendency to describe work in terms of its most factual and visible (or action-oriented) components. Lack of expertise, therefore, leads to focusing on only directly observable actions while ignoring the hidden mental activities and less observable knowledge-related tasks that knowledge workers perform. In addition, required expertise, skill, and personal characteristics are also overlooked. The result is a misrepresentation of the actual requirements for deeper conceptual, experiential (judgment), and methodological knowledge needed to perform the work with the desired quality outcomes.
Karl Martin Wiig: The Knowledge Professional’s Role in Comprehensive Knowledge Management. in: Karl Martin Wiig (Ed.): Knowledge Management Methods: Practical Approaches to Managing Knowledge. Arlington, TX: Schema Press, 1995: 15-18
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- Karl Martin Wiig: Knowledge Professionals Must Maintain Many Perspectives and Reference Models. in: Karl Martin Wiig (Ed.): Knowledge Management Methods: Practical Approaches to Managing Knowledge. Arlington, TX: Schema Press, 1995: 33-34 | Full text from author »
- Karl M. Wiig: Knowledge Management Teams Need Broad Expertise In: Liebowitz J. (ed): Knowledge Management Handbook, CRC Press, 1999: Chapter 3, pp. 8-9 | Purchase from publisher »
Tags: external knowledge professional, KM professional, KM team, knowledge professional, knowledge profile, knowledge profiling, management representative, management scientist, mental models, proficiency levels, proficiency profile, reference models, target-function specialist« Previous Article Next Article »