Knowledge Management principles from the US Navy

Another set of interesting KM principles to go in our limited collection.

These KM principles were presented by Michael Hill at KM Australia, and Michael (CKM and mentor for Tactical Training group, Pacific) was keen to point out that he was sharing his personal views, not those of the US Navy.

Whether they are Michael’s person principles or are applied also within the Navy, these are a useful addition to our Principles collection, which at the moment includes:

Michael describes his principles (many of them from Nissen’s book “Harnessing Knowledge Dynamics“) as follows:

  • Knowledge is what enables action
  • Knowledge is not the same as data, or information
  • KM is about People, process, organisation and tools (the same as the four enablers we recognise at Knoco, except we refer to Governance rather than Organisation)
  • Tacit knowledge provides¬†sustainable¬†competitive advantage (explicit knowledge can be copied or stolen)
  • The dynamics of tacit knowledge are different from the dynamics of explicit knowledge, and rely on people talking to each other
  • Knowledge-enabled action determines performance, which provices competitive advantage (or mission success). Learning from action, performance and competitive advantage can create feedback loops
  • Taking action on feedback creates tighter human networks, which are more powerful than the written reports.

View Original Source (nickmilton.com) Here.

Example KM principles – US Army TRADOC

Here is a neat and concise set of KM Principles from the US Army.

These KM principles for the US Army Traning and Doctrine command are taken from the website for the TRADOC Chief Knowledge Office.  There are many KM principles here that could apply to any organisation.

People

Processes



Technology

Content

  1. Train and educate KM leaders, managers, and champions.
  2. Reward knowledge sharing and make knowledge management career rewarding.
  3. Establish a doctrine of collaboration.
  4. Use every interaction, whether face-to-face or virtual, as an opportunity to acquire and share knowledge.
  5. Prevent knowledge loss.
  6. Protect and secure information and knowledge assets.
  7. Use legal and standard business rules and processes across the enterprise.
  8. Embed knowledge assets (e.g. links, podcasts, videos, documents, simulations, wikis) in standard business processes and provide access to those who need to know.
  9. Use standardized collaborative tools sets.
  10. Use Open Architectures to permit access and searching across boundaries.
  11. Use a robust search capability to access contextual knowledge and store content for discovery.
  12. Use portals that permit single sign-on and authentication across the global enterprise including partners.
  13. Use standardize repositories that tags content allowing enterprise discoverablity and sharing capabilities to capture, preserve and make available information essential for decisions, and actions.
  14. Document Management using common taxonomies.

View Original Source Here.

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