Knowledge Management: Organizations Aren't Focusing Knowledge Management on Only High-Level Employees
Tue, July 01, 2003
CIO — About a year ago, a couple of colleagues and I had the idea of studying how organizations are trying to improve knowledge work these days. My colleagues (Bob Thomas and Sue Cantrell) reminded me of the current tendency to call just about anybody a knowledge worker. So as not to run afoul of this trend, we decided not to focus on just any old knowledge worker, but rather on the "high end" variety. Not programmers, but Senior IT Architects. Not paralegals, but Senior Attorneys. Not financial analysts, but Very Well-Paid Investment Bankers. We reasoned that those types of workers are increasingly important to organizations. Surely companies across the land were singling out these people for special treatment and bringing organizational, technological and architectural resources to bear on making them more productive and effective.
Well, we were wrong. We talked to more than 30 companies, each of which had plenty of such people. Each also had some kind of initiative to improve the work lives of knowledge workers already under way. But hardly a one of them had any focus on the "high end." In fact, some even objected to the idea of singling out a group of knowledge workers for special treatment?even though many of these organizations certainly gave a variety of special treatments to senior executives. When we found a handful of companies that would admit they had high-end knowledge workers?and even that those workers sometimes got special privileges and attention?they still didn’t want to go public with it. A strong sense of democratic ideals?or a politically correct facsimile of them?prevented any notion that these high-end knowledge people are worth singling out.
We didn’t want to take no for an answer, however?that would’ve made for a very brief research project. So we asked the companies what they were doing on behalf of regular old knowledge workers. Again, we were a bit frustrated. They were doing a lot, they told us, such as:
- Putting workers in open work settings to facilitate communication (and reduce costs, the cynic might say)
- Placing workers in closed offices to facilitate heads-down concentration (really not so much of this)
- Installing Web-based conferencing tools to encourage virtual relationships (read: reduce travel costs)
- Sending people home to facilitate work-life balance (trusty cynical sidekick: sublease a floor of offices or two)
- Bringing people back into the office to facilitate the growth of social capital and trust...
Still, we learned a few things from our visits an
