Author Description

The central question in this book is how to manage knowledge in professional organizations. It starts with the paradox that an effective organization will always have strong barriers to knowledge management which makes it a complex activity for the manager. Moreover, the manager often lacks the control over organizing knowledge management both creatively and effectively. Knowledge management can degenerate into a ritual, a paper activity. To address this paradox, the authors distinguish two types of knowledge management. One takes on a socalled analytical perspective, the other a people perspective, both of which are in fact each other's opposites. Which type of knowledge management should the manager choose? The answer is that Opposites Attract. Making a choice for one of the types is highly precarious; one has to manage the competing values. As the manager lacks the necessary control, he must not act as a project manager, but as a process manager. The book is intended for practitioners with experience in the field of knowledge management and who want to critically reflect on this topic. It supports the manager by giving meaning to his experiences and by offering new insights which can be put directly into practice.