Keyston, Colorado USA
“Trust is present or it is absent. Grab a nerd and he’ll tell you that even the absence of trust is a measure of trust and that particular measure is zero. When trust is non-zero (which is better, believe me) it is based on one of two methodologies -- empiricism or transparency (the other T-word).”
Trust has been a cornerstone of Knowledge Management from the beginning. The referenced post resonates with me because it very succinctly describes what trust is and the inherent value of trust to our personal and professional lives. Trust is also transparency; we have all experienced the breakdown of trust because of a lack of transparency. The explosion of the social graph is made possible through trust and transparency. Transparent people engender trust and at the same time foster and facilitate knowledge sharing without even consciously trying to make it happen.
If you have never read the book "Hackers" (Hackers: Heroes of the Computer Revolution) by Steven Levy I highly recommend it. Originally published in 1984 it describes the passion and insatiable curiosity of the pioneers of the personal computer.
Now, 25 years on, Levy revisits the "hackers" and how they have changed the world. Lest you think otherwise, a hacker is someone good, not a rogue criminal as used by the news media.
"...hacking’s values aren’t threatened by business — they have conquered business. Seat-of-the-pants problem-solving. Decentralized decision making. Emphasizing quality of work over quality of wardrobe. These are all hacker ideals, and they have all infiltrated the working world."
The same values described in the quote above from Steven Levy embody the same purity, freshness and altruistic vision that the early Knowledge Management community embodied. KM, just like the term Hacker was misappropriated and exploited to sell product. It is OK to make money via KM, but when the outcome becomes all about money and not value creation, that is where I believe a line has been crossed.
As practicioners of KM we should constantly be learning. Our passion and curiosity should drive us to be leaders within our organizations, to help make connections that generate and add value personally and professionally.
Can your organization answer the question; knowledge to do what? That should be the starting point for any organization embarking on a new ...