#knowledge managers

Are you curious about the contrasting roles of librarians and knowledge managers? You’re certainly not the only one! Despite sharing a focus on information management, these professions have unique responsibilities and duties. This article aims to delve into the distinctions between librarians and knowledge managers, providing insights to help you determine which career path may align better with…

One of the best pieces of advice that I received from one of my mentors, was to read more and read different genres. She was referring to books, but the same principles apply in the world of networked knowledge. Managed knowledge, the one that you could neatly account for, curate and stuff in a box has been making room to accommodate networked knowledge, changing the ways of traditional Knowledge Management.The hybrid and diverse thinking that comes as a result of being plugged into networked knowledge has the potential to propel us to a point of advantage. This as an idea is powerful and there are plenty of devices for networked knowledge, from LinkedIn to Quora and from Google Plus to Twitter.

Networked knowledge has a lot of potential but it should not be mistaken for a silver bullet for innovation and ideation (some of it is just noise), it is however a strong tool that can be added to the innovation suite. The dangers of being part of only specific networks is that you unwittingly apply a filter and in fact, narrow your vision and your choices. Eli Pariser's The Filter Bubble warns of falling into just that trap with an internet that is constantly being personalized. To avoid falling victim to echo chambers in networked knowledge, one must be actively thinking about punching holes in their echo chambers (as David Weinberger calls them).  For example, if you work for a large Fortune 500 company, occasionally attend a local startup meetup to get a feel for the way things tick in a small entrepreneurial environment where people build something from scratch. If you are surrounded by colleagues and peers of your industry and domain, listen in to a conversation from a completely different world. 

Knowledge Managers in their traditional roles have gathered, processed and disseminated knowledge in neat nuggets, they are adroit at tapping into a lot of information to distill the 'best'  - the traditional data>information>knowledge>wisdom pyramid. However, recently even David Weinberger has been challenging the classic pyramid. His book Too Big to Know is a great read for anyone trying to understand the world of networked knowledge. If we are faced with such a shift,  how does it all affect the traditional Knowledge Manager. As we start using collaboration or social technologies both within and outside our companies to grow our networks and our knowledge, we assume people know how to use networked knowledge to their advantage. We assume that social collaboration is intuitive and to some degree it is, but most could benefit from an education in this area. The fluid nature of networked knowledge means that Knowledge Managers will lean on the power of storytelling. Knowledge Managers will have to be honest with their stakeholders about the upfront and ongoing investment of time and attention in networked knowledge before the advantages become apparent. This is where it gets tricky. In an environment, where people are short on time, attention and anything else, they will need to be persuaded to make such an investment. John Stepper of Deutsche Bank oftens blogs about how one can manage one's professional enterprise and intraprise networks. He also highlights the benefits of managing one's online reputation in these networks in order to be more visible within their organizations and outside, learn from and teach others and become recognized for their knowledge in a certain area. And even Stepper admits that in most corporations, this represents a huge cultural shift.