As we move from the industrial age to the information age, the key to the competitive success of organizations becomes the application and development of specialized knowledge and competencies. Based on research and practice, Managing Knowledge addresses a wide area of issues concerning knowledge management, ranging from knowledge transfer and developments between organizations, to knowledge management within organizations. Divided into two parts, this volume reflects a fundamental conceptual distinction between two worldviews. The first part contains chapters characterized by “representationism,” or traditional approaches to viewing knowledge transfer and cooperative strategies; the second part comprises chapters characterized by “antirepresentationism,” or new perspectives on knowledge and knowledge transfer in organizational cooperation. Contrasting established approaches with new thinking on knowledge as an organizational resource, Managing Knowledge will be important and stimulating reading for academics and students in strategic management and general management studies.
Chapter 11: Conversation Management for Knowledge Development
Conversation Management for Knowledge Development
The Importance of Conversations
It is obvious that without language, knowledge could not flow from person to person within a company. It is equally obvious that if two people speak different languages, then communication is stifled. What is not always obvious is that people are constantly in the process of creating new language and new meanings, even if they share the same mother tongue. On the high value-added boundaries of knowledge creation, the ability to ‘make’ new language - and rapidly diffuse it through a company - is a strategic advantage. The aim of this short chapter is to create awareness of the need for managing conversations in organizations. It should be noted that ...