With Education and human resource taking centre stage terms like K-Commerce (Knowledge Commerce), which is the trading of knowledge in a variety of forms using electronic networks, Knowledge Management becoming common. Some Industries now even have Chief Knowledge Officer (CKO).
Unlike capital and labour, knowledge strives to be a public good, beneficial to all . Once knowledge is discovered and made public, there is zero marginal cost to sharing it with more users. Secondly, the creator of knowledge finds it hard to prevent others from using it. Instruments such as trade secrets protection and patents, copyright, and trademarks provide the creator with some protection.
Know-why and know-who matters more than know-what. There are different kinds of knowledge that can usefully be distinguished. Know-what, or knowledge about facts, is nowadays diminishing in relevance. Know-why is knowledge about the natural world, society, and the human mind. Know-who refers to the world of social relations and is knowledge of who knows what and who can do what.
The demand and supply side of human resource development, particularly in education requires that students must want to learn and willing to make the sacrifices required. The parents need to see the value of being supportive. And on top of these issues, we need ideal teachers who can impart not only education but also 'real knowledge – knowledge about the human potential, duties, purpose of life, how to tackle problems related with professional, social and spiritual life.'
To make our educational institutions new Knowledge Temples, it is necessary that all the three elements must be aligned in such a way that acquiring and practicing various aspects of knowledge may prove to be beneficial to all, a practice prevailing in ancient India with Guru – Shishya Parampara and with great centres of learning like Nalanda, Taxila, Vikram Shila etc.
The establishment of Dev Sanskriti University at Haridwar by Gayatri Pariwar is an important step towards the revival of ancient Rishi tradition and create new Knowledge Temples in modern world.
Knowledge Management and CKO
Knowledge management has replaced reengineering as the hot topic of corporate world. If information is defined as any data with purpose and relevance, Knowledge is highest information.
So along with.....
“Technology Management”, “Project Management”, “Finance Management”, “Human Resource Management”, Knowledge Management involves “Self Management”, “Thought Management”, “Emotional Management”.
In practice, most knowledge management initiatives combine information and knowledge. An integrative approach that combines both physical and metaphysical aspects.
The Chief Knowledge Officer
The Chief Knowledge Officer have three critical responsibilities:
Creating a knowledge management infrastructure,
Building a knowledge culture
Making it all pay off economically
The job profile thus not only require a well educated and highly qualified manager but also the CKO should have spiritual qualities like visionary attitude, farsighted wisdom, moral values etc.
The CKO must be able to tackle the challenges and guide the organization on social and global fronts, which addresses issues like ecology, ethics, terrorism etc, as well as personal front including stress, job insecurity and fear.
The universal governing power of a human being is 'consciousness.' It gives birth to beliefs, desires and thoughts. The CKO has to ensure that equal efforts be made to refine the level of consciousness and transformation of thoughts and emotions than the efforts made to optimize profits and growth of organization.
The characteristics of a CKO:-
The characteristics of a CKO are very much that of a hybrid Manager.
They must be good at:-
Conceptual thinking:- developing the big picture; understanding the wider knowledge context and the organization's strategy within it Project and people
Management:- they have to oversee a variety of activities, and therefore need to pay attention to detail and motivate the people carry out these tasks
Communications:- they must be excellent nonworkers, communicating clearly the knowledge agenda, have good listening skills and be sensitive to organizational opportunities and obstacles