Sharing hidden know-how: How managers solve thorny problems with the ‘Knowledge Jam’

Katrina Pugh

Journal of Digital Media Management, 2012, vol. 1, issue 1, 48-54

Abstract: Putting knowledge to work is the ultimate goal of any digital asset strategy. However, there are three obstacles. First, it is often not known what knowledge and expertise reside in the organisation. Or secondly, if it is known, that knowledge and expertise is in a format or packaging that is difficult for employees to use. And thirdly, knowledge is not stored or searchable in an intuitive, connected manner. Digital asset management (DAM) leaders are often focused on the last of these three issues. Yet, an ability to address all three — to bring to the surface and codify hidden insight in a manner that results in rapid productive uses of that insight — is a growing imperative in any programme focused on knowledge capital. This is the purpose of the ‘Knowledge Jam’. In this paper, Katrina Pugh’s ‘Sharing hidden Know-How’ is introduced. In the book, the author provides a practical introduction to the Knowledge Jam process, with the disciplines of facilitation, conversation, and translation (on and offline). She describes the rationale for the disciplines: overcoming Knowledge Blind Spots, Mismatches, and Knowledge Jails during disruptions such as company or team transitions, mergers, innovation imperatives, or employee retirements. These disciplines should be at the heart of our digital programmes: they get us to collaborate on critical content, and to seed a culture of intention, openness, and stewardship.

Keywords: Knowledge Jam; knowledge sharing; knowledge transfer; knowledge harvesting; facilitation; conversation; knowledge quality; content quality; process improvement (search for similar items in EconPapers)
JEL-codes: M11 M15 (search for similar items in EconPapers)
Date: 2012
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