How these things are done, of course, is where the management part comes in. You can call it knowledge identification, knowledge acquisition, knowledge diffusion, knowledge renewal or anything else you like - in all cases it boils down to somebody learning something. Second About Application Applying knowledge requires a change. If knowledge can't be applied proficiently its possession is reduced in value. We recognize change proficiency in both reactive and proactive modes.
Reactive change is opportunistic, and responds to a situation that threatens viability.
Proactive change is innovative, and responds to a possibility for leadership. An organization sufficiently proficient at reactive change to respond when prodded should use that competency proactively to put others off balance. Those that are good at reactive change yet poor at proactive change are exhibiting symptoms of poor knowledge management. Using collaborative learning workshop groups we analyzed hundreds of business practices and process, as well as product designs, for change proficiency. It was evident early that there are subcategories or domains of change within both reactive and proactive categories.