Wieneke & Wieneke, Inc. / Copyright 2013  
Often knowledge management interventions are, in large part, organizational change and development interventions as well. Culture, behavior, incentives, recognition, organizational structure, roles and responsibilities must be considered to sustain a habit of managing and growing an organizations’ product and process knowledge. Invisible Knowledge In many organizations, knowledge is effectively invisible. There is no conscious association that doing a job is  managing and applying the organization’s process and product information and knowledge. The first phase of a knowledge management intervention is facilitating either enterprise learning awareness or knowledge awareness, depends on the organization. Both states ultimately need to coexist.
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