One of the most difficult challenges I faced in trying to establish a new KM initiative was the lack of understanding among the managers and executives I worked with about KM and what it could do. Using a systematic approach, we educated them individually about why KM is useful, what it is, and how others were benefitting from it. During the course of these meetings, we made extensive notes on their comments, reservations, concerns, interest and ultimately, their understanding of what we were suggesting. Many interesting things emerged, including what managers perceive the risks of KM to be — both business related and personal.
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