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knowledge
management
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The
democratization of knowledge
- Democratization of what we know
Anyone can know anything |
The democratization of knowledge: anyone can know anything
History records many examples where the authentication of
knowledge and the means of its dissemination have been used as tools for
exclusion and control, rather than inclusion or human betterment.
This phenomenon is particularly notable in the spontaneous formation of global communities of interest in the field of medical problems. Patients who were once at the mercy of doctors who had unique access to esoteric medical knowledge now find themselves able to contact other doctors and patients and explore their particular subject, gather new data, discover new leads for treatment, and learn how to cope with side effects. The emerging communities are global in nature. A patient in the US may be able to learn from a doctor in China or a suffering patient in Argentina and vice versa. The sufferers of rare diseases, where perhaps only a few victims exist around the world, can now make contact with each other and share experiences (see example below). Large organizations will be subject to the same phenomenon. If large organizations ignore the emerging democratization of knowledge, they will do so at their peril. If they claim to own or establish a monopoly of knowledge, actual or de facto in the guiese of web portals or knowledge management,, they are likely to find that the technology of communication on the World Wide Web is more powerful, and will lead to a backlash among their clients and partners. The same principles will apply to public sector organizations. The openneess of the World Wide Web ensures that a multiplicity of alternatives voices and opinions are available to the public. There is no natural monopoly of portals, and a variety of them grow spontaneously in any country as soon as people start publishing web pages (it is a genetically inherited trait of hyper-text) and therefore government or inter-government portals are usually not required at all and can unfairly compete with self-sustained initiatives. To exploit the power of the World Wide Web, collaboration and openness need to become the dominant principles of operation.
Stephen Denning, The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations, Butterworth Heinemann, Boston, London: 2000.
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more about Squirrel Inc: A Fable of Leadership Through Storytelling, a new book by Steve Denning (Jossey-Bass, June 2004)
Storytelling in
Organizations
The Springboard: How Storytelling Ignites
Action in Knowledge-Era Organizations
Go to other relevant links Steve Denning consults and gives workshops and keynote presentations on topics that include: leadership, innovation, organizational storytelling, business storytelling, springboard storytelling, knowledge management, branding, marketing, values, communication, communities of practice, business performance, collective intelligence, tacit knowledge, business collaboration, knowledge, learning, community, performance improvement, visionary leadership, social potential, institutional community building, and internal communications. You can contact Steve at steve@stevedenning.com
Copyright © 2000-2004 Stephen Denning Webmaster CR WEB CONSULTING
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