The Yin and Yang of KM
November 8th, 2009
With its 10,000 employees scattered all over the world, the World Bank faces a challenge — building a knowledge management program that works. Realizing that this system is vital in helping its clients fight poverty, the World Bank invested around 53 million dollars in its knowledge management initiative by upgrading its technological capabilities and launching its employee training program. Yet the process is not easy and the obstacles are numerous. One issue is developing soft and hard knowledge. Can they harmoniously co-exist after the rebirth process takes place?
What academics say
Jasimuddin (2008) conducted a study that covered several British companies and included 100,000 employees. The goal of the study was to determine which is better for organizations — soft knowledge or hard knowledge? Though some employees believed that staff expertise is indispensible for any knowledge sharing process, others argued that without technological infrastructure, knowledge management is unachievable. However, all employees agreed that soft and hard knowledge should be used according to the situation.
On the other hand examining the various factors that impact knowledge sharing through soft or hard systems can help the organization choose which one to capitalize on to reach its goals for a particular period. For instance, the human factor–with all its internal complexities, such as fear of humiliation, ambition, and greed, or the external complexities, such as culture and traditions–can dramatically affect one’s decision to participate in the knowledge sharing process through either system. Conversely, technology can facilitate knowledge transfer, but it can not monitor the quality of this knowledge or its credibility, according to Edwards, Shaw, and Collier (2005). Trying to “push” any technological tool that stores predetermined knowledge to employees can lead to failure of the whole process, according to Malhotra (2005).
The World Bank experience
Because it’s a multicultural organization, the World Bank had no option but to create a knowledge management system that promotes the use of both processes — the soft and the hard.
What the World Bank did (check out baselinemag.com for more information on how the World Bank developed its knowledge management system):
–Create an infrastructure that allows people in developing countries to make a videoconference with World Bank employees
–Translate documents and reports into different languages and make them available for its clients
–Train employees to use the newly installed technological tools
–Meet with employees to promote the knowledge management initiative
–Enhance its internet potential
Results
Suffice it to say that a doctor in Zaire can access the World Bank website or its affiliates, such as CDC, to take a look at the treatments available for Malaria or HIV and take the necessary measures to protect human life.
-Asia
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