Knowledge Management: Selecting an Approach and Implementing KM

Running Head: KM 1
KM
Author’s Name
Institutional Affiliation
Date

KM 2
KM
Task 5.2 selecting an approach
I am persuaded to select the second approach for productive knowledge development.
“Send me a talented generalist with well-developed interpersonal skills or somewhat more
delicately, ‘a user friendly person’ and a rigorously analytical mind, and we’ll team him or her
with a competent knowledge developer.”
For a better understanding of why I have chosen the above answer, I will define what
knowledge management is in order to clarify my choice. KD (Knowledge development) is
viewed as a process that offers the decision makers a wider perspective of a complex
environment (1). In addition, knowledge development does not happen immediately since it is a
process. For a person to experience knowledge development, they would have to spend a
significant amount of time to develop knowledge and gain a deeper comprehension of difficult
situations that require knowledge-based solutions.
In brief, I am going for the second statement because I feel that a talented generalist
does not have the know-how on some specific areas. But if guided a generalist stands a a greater
chance to learn and broaden understanding of every problem that arises in the workplace,
organization or community. Also, take this analogue, a talented generalist is a like a student who
has some knowledge, but does not have expertise. However, if such a student is given to a
competent knowledge developer, he/she would be better placed to learn and be like the
knowledge developer who taught them.
7.1
Implementing KM

KM 3
7.1
Step 1: Advocate and learn
Stage 2: Develop a strategy
Stage 3: Design and launch K.M. initiatives
Stage 4: Expand and support efforts
Stage 5: Institutionalize knowledge management
In general, for smooth running of organisations, knowledge management should be
implemented (2). When there is poor or no implementation of KM, organizations may face some
global problems such as difficult in starting and lack of motivation among the employees.
Employees would wish to work in a comfortable and conducive environment. In most cases,
implementation of KM is not successful due to inability to keep up with changes that are
technological. On the contrary, there are other factors that lead to poor implementation of KM
that go beyond technological changes. Therefore, KM implementation based on the global
organization case study is analyzed as follows.
Advocate and learn
First, this stage introduces KM, identifies important points and KM team. It requires the
KM team to set aside some time in which they should learn the experiences of their competitor
and try to comprehend the environment that they operate from (3). The KM team needs to
identify people that will advocate initiatives that support KM. Following the case study, the
major problem was that the company did not form a knowledge management team that was
ready to share ideas and also learn. This primary stage requires learning which means that the
KM team must store and share data liberally among its members. It is significant to always keep
the team at peace and motivated to encourage idea sharing and working as a team. Unfortunately,