Knowledge Management Reflection: Individual and Team Dynamics Analysis

This assignment is a reflective paper on knowledge management, focusing on the concept of knowledge workers and their contributions to organizational success. The author reflects on their team's presentation and the realization that all team members possess the qualities of successful knowledge workers, emphasizing their drive, experiences, and ideas. The paper challenges the notion of differentiating between 'the talent' and 'the others' in organizations, arguing that every individual brings unique knowledge that is crucial for overall performance, as demonstrated by the interdependence within the team's project. The reflection references several academic sources to support the arguments, highlighting the importance of recognizing all individuals as knowledge workers and fostering collaboration within organizations. The author concludes that all members are assets to any organization they will operate in, and a collaborative environment is essential for success.

Knowledge Management
Institution
Student name

Knowledge Management
Reflection
Most of the time knowledge workers are viewed as the core of any organization1 (Farkas, &
Török, 2011). Our earlier presentation has enabled every member in our team to gauge his or her
potential as well as of others of emerging a successful knowledge worker. As an individual I
have come to realize that all my peers are knowledge workers something which I am certain will
make them unsubstitutable assets for any organisation they will operate in. Our drive, eagerness,
experiences, ideas, and our ideal ways of interpretation proved by various aspects such as robust
cohesion in the group undertakings are some of the attributes which truly define our prospects of
becoming successful knowledge workers.
Based on the experience I have gathered in the course of our presentation, I agree with
Olomolaiye and Egbu viewpoints that everyone in a group setting or even in an organization is a
knowledge worker2 (Olomolaiye, & Egbu, 2004). This is in disagreement with the stand taken by
some of the CEOs who conclude that not everybody especially the non-performers can play the
field. Nowadays managers are differentiating between 'the talent' and 'the others' in regards to a
numeric metric3 (Church, & Rotolo, 2013). This should not be the case because what they are
1 Farkas, Mária Fekete, and L. Gábor Török. "Knowledge workers, competencies, virtuality and
management." Polish journal of management studies 4, no. 1 (2011): 1-238.
2 Olomolaiye, A., and C. Egbu. "Motivating Knowledge Workers: The dilemma of HRM's
contribution to knowledge management in the construction industry." In The International
Salford Centre for Research ad Innovation (SCRI) Research Symposium. University of Salford,
pp. 30-31. 2004.
3 Church, Allan H., and Christopher T. Rotolo. "How are top companies assessing their high-potentials
and senior executives? A talent management benchmark study." Consulting Psychology Journal: Practice
and Research 65, no. 3 (2013): 199.

doing is simply favoring those, whose performance can be measured. This creates what Milda
calls “a false ladder effect” simply because people operating as a group need each other for them
to be deemed as good performers4 (Milda, 2018). For instance, as we attempt to launch our wrist
design somebody who will be operating as the Sales and marketing officer will require some
help from the Research & Development personnel for his marketing efforts to be fruitful.
Everybody in an organization possesses unique knowledge which is significant in the overall
performance.
4 Milda. "Using your potential; knowledge worker is what makes a company." LearningSpaces. February
1, 2017. http://blog.learningspaces.io/using-your-potential-knowledge-employee-is-what-makes-a-
company/ (accessed 6 14, 2018).

Bibliography
Church, Allan H., and Christopher T. Rotolo. "How are top companies assessing their high-
potentials and senior executives? A talent management benchmark study." Consulting
Psychology Journal: Practice and Research 65, no. 3 (2013): 199.
Farkas, Mária Fekete, and L. Gábor Török. "Knowledge workers, competencies, virtuality and
management." Polish journal of management studies 4, no. 1 (2011): 1-238.
Fekete Farkas, Maria, and G. L. Torok. "Knowledge workers: competencies: virtuality and
management." Polish Journal of Management Studies 4 (2011): 67-77.
Milda. "Using your potential; knowledge worker is what makes a company." LearningSpaces.
February 1, 2017. http://blog.learningspaces.io/using-your-potential-knowledge-
employee-is-what-makes-a-company/ (accessed 6 14, 2018).
Olomolaiye, A., and C. Egbu. "Motivating Knowledge Workers: The dilemma of HRM's
contribution to knowledge management in the construction industry." In The
International Salford Centre for Research ad Innovation (SCRI) Research Symposium.
University of Salford, pp. 30-31. 2004.