Conversations with colleagues continue to convince me that the underlying strengths of KM/knowledge services is its focus on change management and communication. We don't specifically teach courses or write books on these two critical elements in the KM/knowledge services "package," but it seems that every time I'm thinking about the KM - knowledge services - knowledge culture continuum, my thoughts always seem to come back to dealing with change and communicating the value of the knowledge development/knowledge services (KD/KS) process.
Case in point: The content in SMR International's newest e-Profile, just published today. Ken Winter at VDOT: KM/Knowledge Services = Innovation, Opportunity, and Influence has the themes of change and communication running throughout, and it's not hard to see why. Massive change is taking place throughout society (excuse the cliche), and there are few places where change is more obvious (or scarier) than in the transportation industry.
Ken Winter's work at the Virginia Department of Transportation - along with that of his boss, Maureen Hammer, who manages the agency's KM Division - is clearly directed at dealing with change, and with communicating with the scientists, engineers, and even the politicians about how knowledge is used to strengthen the agency and contribute to its efforts to keep moving transportation progress moving forward.
Read the e-Profile and then share your thoughts and comments here. We would like to know what your think about the role of KM/knowledge services in successful change management and organizational communication. What role does KM/knowledge services play in organizational effectiveness? In building an organizational culture?
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