As a KM team member at an ISP, I recently proposed that the company build a system-troubleshooting knowledge base, which will help system engineers and administrators accumulate troubleshooting information and shorten the troubleshooting response time. But I faced a problem in that I couldn't convince the administrators that the benefits would exceed the costs. They don't believe that it's valuable to record trouble solutions that may be obsolete a few months later in this rapidly changing environment. And the most important factor is that they feel the knowledge base will increase their workload. I think my problem is that I couldn't provide measurable and visible benefits that would leverage the costs.
People are shortsighted.
If there's no obvious and immediate economic value, they don't want to pay the price. Moreover, a knowledge-oriented culture doesn't yet exist in my company. Even though everyone knows it's the era of the knowledge economy and knows about KM, they are reluctant to make an extra effort to make things better. It's really difficult to establish a knowledge- oriented consensus or culture among heterogeneous individuals or teams. Frank Lee Supervisor Knowledge Management Center, Technology Group Hoshin Gigamedia Center Taipei, Taiwan it appears that your browser does not support frames.