People-focused knowledge management

Our Present Direction
The story is far from finished. During the last 20 years, consider-
able research has been conducted to learn more about how people
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and organizations handle situations and make and implement deci-
sions, and about how knowledge and other factors influence the
effectiveness of such processes. Researchers in areas such as cogni-
tive science, organizational theory, management sciences, economics,
and other fields have provided important understanding of these
areas (Bechara et al. 1997; Damasio 1994, 1999; Davenport & Beck
2001; Dixon 2000; Fauconnier et al. 2002; Glimcher 2003; Klein
1998, 2002; Kuhn 2000; Simon 1976, 1977a; Sowell 1980; Weick
2001). And the research continues with greater depth and more
sophisticated methods.
Extensive progress is being achieved in other areas as well. We have
an increased understanding of the modes and values of effective net-
working (Dawson 2003), collaboration (Bartulovitch-Richards 2000;
Bennis & Biederman 1997; Schrage 1995), and independent work
(Loehr & Schwartz 2003). We also are obtaining better insights into
the efficacy of different kinds of leadership (Badaracco 2002; Bennis
1994; Bennis & Thomas 2002), the benefits of treating people right
(Lawler 2003; Mintzberg 2002; Pfeffer 1994), the advantages of
energizing people and making them become engaged in work (Loehr
& Schwartz 2003), and many other aspects that make organizations
sustain durability and continued success.
Whereas enterprise performance and competitiveness to some
extent rely on the application of modern and advanced technology,
the results of these investigations and our increasing understanding
of what is important become quite clear (Brown & Duguid 2000).
The differentiating factor for performance is the effective behavior of
people — people who are knowledgeable, motivated, energized, flex-
ible, and ethical; people who are managed according to principles
and philosophies that understand how people react, behave, and
engage themselves in work, and who are managed by leaders who
are just, principled, and effective role models and who can be imi-
tated to create behaviors that are beneficial to the enterprise and its
objectives (Ackoff 1994; Buckman 2004; Collins 2001; de Geus
1997; Drucker 1999; Handy 1997, 1999; Mintzberg 2002; Pinchot
& Pellman 2000). These are keys to success.
We find broad ranges of opinions as to what effective leadership
entails. Many models and perspectives exist, ranging from the auto-
cratic dictator to the soft do-gooder. As in all other aspects of life,
the extremes are not effective and tend to be counterproductive.
Leaders must understand to strike balances and deal with dilemmas.
For example, balance has to be achieved between the dilemma of 
delegating and empowering on the one hand, and leadership, guid-
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People-Focused Knowledge Management
ance, and control on the other. It appears that “leading quietly” with
decisive, proactive, and long-term goals is a worthy contender for
success (Badaracco 2002; Bennis 1994; Bennis & Thomas 2002).