Why Knowledge Management is important for Records Managers

With all the hype around Knowledge Management (KM) these days, it is easy to brush it off as just another fad or the latest buzzword. Is KM repackaged document management or is it only another name for Business Process Reengineering (BPR)? Could it be a new way for consultants to charge even more for their services?

Well, it is very easy to fall in line behind the critics of KM, but you have to get pass the hype to see the real value KM has to an organization. A small minority of vendors is partly to blame for creating these skeptical feelings of KM by doing "search & replace" marketing. This is when the old brochures remain the same, except having the words imaging, records management, document management, etc, replaced with the words knowledge management. Pretty soon we'll see hard drive manufacturers claiming they now have a knowledge management system. Saying a hard drive is a KM system is kind of like saying a chair is part of a computer system. Both are needed (since who wants to stand in front of their computer all day anyhow), but they are very small parts of the more important system.

A concise definition of KM would be welcomed, but unfortunately this turns into an academic discussion that never provides an answer that is suitable to all parties. But this is not unique to KM. It happens when discussing the definition of Records Management. So does this mean that no one knows what RM is all about since we can't agree on an exact definition? Of course not! And KM is in the same boat.

We have to remember that KM, like Records Management, is a practice, not a product. An off the shelf records management package cannot provide you with all the procedures, practices, policies, people, ideas, management structure and other tools needed for a complete RM program tailored to your organization. Just as such, becoming a knowledge sharing company is not something that can be purchased.

So what is this KM Practice, anyhow?

Whereas Records Management deals with tangible documents (whether hardcopy, microfilm or electronic), knowledge management deals with the practice of increasing the exchange of knowledge that is both in explicit and implicit form. The explicit forms not only include many of the tangible items Records Managers deal with now, but KM also involves the implicit knowledge that may reside in our own heads.

Now, KM is not something with a hidden agenda, similar to George Orwell's Big Brother, that will listen in on your every thought and action. Rather it is a practice who's primary goal is to enhance the sharing of information by turning implicit information into explicit information that can be used by people to help achieve the overall organization's goal. KM focuses on capturing lessons learned (Best Practices), and what didn't work (learning from mistakes).

Jeffery Papows, President of Lotus Development stated that "collaboration is the DNA of KM." While he may have a not-so-hidden-agenda making this statement since it helps sell his products, what Papows says is true. What good is information or knowledge if it is not shared and used by others?

KM builds communities of practice that enhance the collaboration between people. Capturing these exchanges so that their content can be reused by other seeking similar information helps eliminate the reinventing-of-the-wheel.

Technology as an enabler of KM

Technology is a vehicle that helps facilitate knowledge transfer and collaboration across organizations. Without technology, knowledge transfer would be much more difficult and in some cases, may not happen at all. Technology components that may be integrated into most KM initiatives include, intranets, messaging (e-mail), document management (electronic, hardcopy and film), electronic forms, data warehousing/mining, automatic notification systems ("push technologies) and intelligent retrieval systems among others.

With the shear volume of information that is produced everyday, finding exactly what you are looking for has become the venerable needle in the haystack. In these cases, one particular category of technology tool can be a real lifesaver. Intelligent Retrieval Engines go beyond simple searching of indexes or keywords of documents by analyzing the content of the material. As an example, if a user needed to know existing problems with a compressor motor's wiring, they may search a document management system by keywords (such as the words "problem, motor, and wiring"). But what happens if these three words are not located within the document or within the index structure? Maybe the author used the words engine and electrical system failure to describe the same issue.

This example illustrates where intelligent retrieval tools such as content analyzers are needed. Content analyzers use word associations, thesauruses, reoccurrence of words or phrases and possibly the author's background, and other related compositions that he or she may have composed, to group documents. But this is just one piece of the many technology components that can be a part of a KM solution.

Although technology is important to KM, it is not the primary component to a successful knowledge sharing company. Technology does not automatically make someone want to share his or her knowledge with others. This is where the overall culture, executive support and knowledge sharing incentives must be in place for KM to grow.

The RM Piece

Should a Records Manager get involved in KM? The answer is an emphatic yes! With our global economy turning more and more to intellectual assets than manufacturing strength for increasing profit margins, managing the explicit information within a company is becoming more and more important to the executive offices. That is where the role of Records Manager becomes important.

So where do you begin? First identify any KM initiative that may have been started within your organization. It is amazing how many are underway with no involvement from the Records Department. It happens every day and there may be one already started within your company, so get involved.

Second, make sure you have a close relationship with the Information Technology (IT) department and start attending some of their meetings that are relevant. It is critical that RMs meet with IT management on a regular basis. Make sure you are brought in the beginning of any related business line meeting or programs that may involve information retrieval.

RM's have made great strives in involving themselves with electronic records. It hasn't been easy, but it is critical that all RMs take an active role in technology. Learning new concepts and terminology in this rapidly changing environment has been challenging. Keep on top of trends by reading a few periodicals on KM and attending one of the many seminars on KM. The more you prepare for KM, the larger role you'll play in helping your organization in what is becoming the knowledge age.

For KM to succeed, it is imperative that a close working relationship is developed between several disciplines - the Records Manager, Information Technology, Corporate Librarians, Human Resources, Research, senior executives, and business line managers. Without involvement in all these areas, KM will not be successful.

© Access Systems, Inc.

Stephen Goodfellow is President of Access Systems (www.AccessKM.com), an independent consultancy in Knowledge Management and technology assessment. Steve can be reached at (315) 682-1188 or via e-mail

 ARMAil