The objective inputs tend to change less frequently, since
these are the ???givens??? within the overall process. However, the subjective inputs or
assumptions may change as the result of new knowledge or information. Although
assumptions by their very nature are the unquestioned ways of acting, feedback
may bring these assumptions into conscious awareness, creating the potential for
change both within individuals and organizations.
To use feedback effectively, the organization must recognize the proper value,
meaning that efforts toward sharing knowledge must lead to a payoff (Friedmann,
20001). Organizations must distinguish information from knowledge: KM adds
actionable value to information by filtering, synthesizing, and developing usage
profiles so people can get the kind of information they may need to take action on
(Wah, 1999). In such ways, organizations begin to realize that sharing knowledge
contributes to an organization??™s value (Duffy, 2001a), where intellectual capital
becomes an institutional asset (Erickson & Rothberg, 2000).
In creating effective KM, organizations must create a culture or an environment
for sharing.
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