People-focused knowledge management

Knowledge required to deliver complex work may require
greater mental capacities than most people can provide. The
complexity of modern work often requires greater knowledge
than a single person has the opportunity to acquire. (Examples
include delivering modern medical services, solving complex
industrial and business problems, and creating social and 
economic legislation.) Such tasks must be performed by colla-
borative teams whose members are included to provide 
complementary expertise, and their work styles must become
integrated with general operations practices.
Knowledge and information are fundamentally different in
both nature and function. The purpose of information is proper
description, whereas the purpose of knowledge is effective
action. Knowledge and information are not part of a continuum
and need to be managed separately and diligently by separate
disciplines (see further discussion later).
Figure 3-1 indicates the seven areas that new developments suggest
we have misunderstood. We can improve how we prepare and
support knowledge workers at all levels, make it easier for people to
become motivated, and understand how to perform their work and
manage knowledge better by focusing deliberately and separately on
KM and information management.
People Remember
Stories and Concepts
People’s decisions
Are Nonconscious 
People Have Different
Cognitive Styles
Ineffective
Preparation and
Support of People
Are Caused by
lgnoring
Primary Modes of
Cognitive Processes
Excessive Focus on Information
Makes Us Manage Knowledge
Inappropriately
Work Is
Impaired by
Management