Knowledge management is a structure within which the organization views all its processes as knowledge processes.

In this view, all business processes involve formation, distribution, renewal, and application of knowledge toward organizational sustenance and survival. This concept embodies a transition from information value chain to a knowledge value chain.

The knowledge workers need to be facile in the applications of new technologies to their business contexts. Such understanding is necessary so that they can delegate programmable tasks to technologies to concentrate their time and efforts on value-adding activities that demand creativity and innovation.

More importantly, they should have the capability of judging if the organization's best practices are aligned with the dynamics of the business environment. Such knowledge workers are the critical elements of the double loop learning and unlearning cycle that should be designed within the organizational business processes.

Knowledge is most valuable when it is controlled and used by those on the front lines of the organization.

The knowledge workers should also have an overall understanding of the business of their organization and how their work contexts fit within it. Only if they understand the implications of changes in their work contexts for the business enterprise, they can be instrumental in synchronizing the organizational 'best practices' with the external reality of the business environment.

"Knowledge is nothing without action. Nothing changes until you do something. What you do will directly determine what you learn."   - James A. Belasco & Ralph C. Stayer, Flight of the Buffalo 

Given the need for autonomy in learning and decision-making, knowledge workers also need to be comfortable with self-control and self-learning.

In other words, they would need to act in an entrepreneurial mode that involves a higher degree of responsibility and authority as well as capability and intelligence for handling both. To do this they knowledge workers need to evolve knowledge sharing environment based continuous improvement and breakdown of the old process to develop new.

Robin C. Trehan is an industry consultant in the field of mergers and acquisitions. He is also a motivational speaker and knowledge management expert. He can be reached at robin@tafunds.com