Knowledge Management is an Art

If I had to pick one subject area that stirs the most debate within the community I would pick KM education, certification, and training. There are as many diverse opinions on this subject as there are KM professionals and practitioners. So, as I like to “stir the pot” I am looking for comments on the following scenario that is now playing out:

A well known accredited university is interested in partnering with the U.S. military on creating a KM education program. We are in the exploration phase of this process, but we have had a conversation or two on the subject between the interested parties. As you know there are KM programs at many universities. The difference here is that this program will be open to members of the military, will lead to a KM certificate (not certification), and the classes taken could be used to earn an accredited Masters degree. It is being discussed that the curriculum be based on the U.S. Army KM Competency Model as the foundation for the subject matter areas. The core competency areas include:

• KM Principles & Foundations
• KM Culture
• KM Leaders, Managers & Champions
• Communities of Practice & Knowledge Transfer Venues
• Content Management
• Metrics
• Process Improvements
• Technology & Tool
• Information Assurance

Why use a competency model?

• The Army believes that KM is a professional discipline; hence it has developed a competency model
• A KM competency model reflects the strategy, goals, and objectives of the organization; the Army model is broad in scope
• A rigorous vetting process provided consensus on the core competency areas
• This model applies to any modern organization; it is not military centric
• A KM competency model serves as the foundation for functions such as training, education, development, and performance management because it specifies what essential knowledge, skills, and abilities are required for success

It is important to all parties that the curriculum has the requisite academic rigor needed for university accreditation; the students can make their newly found knowledge actionable within their organizations; and that the courses have a reach farther than just “KM”. What I mean by that last point is that the “KM” courses should not just be for and about KM. They may be embedded in other subject areas where KM methods, approaches, and techniques are discussed as an enabler to meet a broader goal such as business strategy development, organizational change, or innovation creation.

Looking long range, if successful I can see this model being expanded to multiple colleges and universities across the country. As this model unfolds, the foundational competency model will continue to develop and mature and can then be used as a basis for KM education by other learning organizations. Over time the accumulated knowledge can grow and morph into the all elusive KM knowledge base we all talk about.

So what are your thoughts? Could this concept work? Would you sign up? Do you see the value? Is it a waste of effort? We want to know. I look forward to your comments.