What is the Knowledge Management Method? 

The Knowledge Management method, proposed by Chris Collison and Geoff Parcell, is a framework that can be used for learning, capturing, sharing and exploiting knowledge, experience and good practices.

Creating a Knowledge Environment?

For creating an environment within which knowledge rapidly flourishes we need:

• The right conditions. A common reliable infrastructure and an organization that is willing to be entrepreneurial.
• The right means. A common model, tools and processes for learning.
• The right actions. Where people instinctively seek, share and use knowledge.
• The right leadership. Where learning and sharing is expected and role-modeled.

The methodology provides a number of tools, interventions and facilitation techniques to help organizations to learn before, during and after activities.

Steps in this Knowledge Management Process?

The knowledge management process proceeds as follows:

• People and teams agree on a set of goals. Then they use knowledge to deliver against their targets, ultimately creating value. Where do you begin to intervene with knowledge management?
• Focus on the “Using Knowledge circle”. What if you could inspire your organization to learn before, during and after any significant activity. Simple learning processes like assisting a colleague, retrospects (post project reviews) and after action reviews make their contribution here, and help to elicit new knowledge – knowledge which would have remained in the heads of the individuals concerned.
• All this learning activity needs to be connected to some kind of “knowledge bank“. If you want to learn before doing, you will want to make a withdrawal. And when you have learned lessons which you want to contribute, you’ll need to make a deposit.
• That’s where the ability to capture and distil knowledge becomes important. But that’s not the whole story. It is impossible to capture everything, so it’s important to link the people and network who hold key knowledge and insights, and to encourage them to own and update any knowledge which is made explicit – captured as information.
• The environment or culture within your organization surrounds the model, which is critical to get started and sustain knowledge-sharing. This will be reflected in the right leadership behaviors, and the way in which Knowledge Management becomes embedded into core processes so that ultimately it becomes an “unconscious competence”.