To a great extent PKM [personal knowledge management] is about shifting responsibility for learning and knowledge sharing from a company to individuals and this is the greatest challenge for both sides. Companies should recognise that their employees are not “human resources”, but investors who bring their expertise into a company. As any investors they want to participate in decision-making and can easily withdraw if their “return on investment” is not compelling. Creativity, learning or desire to help others cannot be controlled, so knowledge workers need to be intrinsically motivated to deliver quality results. In this case “command and control” management methods are not likely to work.
Taking responsibility for own work and learning is a challenge for knowledge workers as well. Taking these responsibilities requires attitude shift and initiative, as well as developing personal KM knowledge and skills. In a sense personal KM is very entrepreneurial, there are more rewards and more risks in taking responsibility for developing own expertise.
My conclusion for a while has been that knowledge cannot be managed, and neither can knowledge workers. It will take a new social contract between workers and organisations in order to create an optimally functioning enterprise. Adding management and technology won’t help either. This is the crux of everything in the new ‘right-sized, lean, innovative, creative’ economy — getting the right balance between the organisational structure and the knowledge workers.