At first blush, a term like ‘knowledge management’ has a faintly satirical ring to it: an example, perhaps, of Yes Minister-esque obfuscation of an inconvenient truth.

For those less cynically inclined, it may even seem a rather prolix alternative to ‘thinking’; however, given that people do not generally describe their vocalisation of semi-considered opinions as ‘knowledge-managing out loud’, and since Rodin did not see fit to name his statue ‘The Knowledge Manager’, this interpretation assumes a fairly radical departure from linguistic norms.

Traditionalists can rest assured that the word ‘thinking’ has not been superseded. Knowledge management – a term largely confined to the organisational setting – doesn’t actually have much to do with brainy chemistry. Well, not unless you’re talking about the frisson that might accompany knowledge management among intelligent colleagues, and that would give ‘knowledge-managing out loud’ a different meaning altogether.

But I digress.

According to British CSR specialists Article 13, knowledge management is a system for using a particular type of knowledge that they define as a fluid mix of contextual information, values and experiences. In an organisation, this knowledge resides within employees (and is thus known as human capital) and represents a source of creativity, innovation and adaptability to change.

So the importance of the concept to business could not be clearer! Capitalist organisations must use their human capital to capitalise on the opportunities presented by the capitals ‘CSR’. Knowledge management? What a capital idea.

Ryan Wallman is a Senior Writer at WellmarkPerspexa, specialising in knowledge management for capitalist organisations (i.e. marketing communications for the B2B, corporate and healthcare sectors).

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