4. People

It is people that make or break any KM intervention. Peoples’ active involvement at all levels is essential to success.The continuous thread in any KM system is the association between people and learning. It is often information, rather than knowledge, that is transferred between people. Both the sender and receiver apply a ‘knowledge filter’ during any exchange. A receiver filters information according to whether s/he can grasp its meaning, whether s/he is open to the new ideas expressed and so on. The sender has to filter his or her knowledge to turn it into information so that it can be transmitted, in writing, speech etc. Knowledge is then developed by allying the acquired information to experience, personal skills and attitude – in a formula: K = (I x E x S x A).

Learning and teaching styles

Every person has an individual learning style. Chapter 4 looks at two learning style models suggested by different authors.

In a much cited publication Felder and Silverman note that both teaching and learning methods vary. Some teachers lecture, others demonstrate or discuss; some emphasize memory, others understanding. Similarly learning might be by seeing and hearing, by reflecting and acting, by reasoning logically or intuitively and so on. In their view learning styles have four dimensions from which one can assess one’s personal learning style. These dimensions and associated explanations are included in the text.

Also explained are the ideas of David Kolb who suggests there are four preferred styles of learning, each of which is characterised by particular parts of what he calls a four stage ‘cycle of learning.’ He asserts that people will usually learn more effectively if the way they learn matches their learning style preference.

It will also depend on how they are taught. Some teaching methods are better than others. Better results come from information that is repeated or, better still, applied in assignments. The effectiveness of teachers and teaching methods is explained in the text, along with some hints on how best to stimulate the learning process.

Different roles of people within the KM setting

Chapter 4 closes with a look at the differing roles of people – Senior management, Knowledge Managers, Knowledge Workers - within the KM setting. The important point is made that, while different groups within an organisation will have specific roles in a KM system, knowledge is everybody’s job, not the preserve of any single group. Senior managers must buy into and strongly support KM initiatives, Knowledge Managers are generally the main drivers and Knowledge Workers must have expertise in several areas, covering amongst other things, content, communications and processes.