learned not to shoot the messenger. Let us hope so. With all due
respect to NASA executives and managers, a modest suggestion
for the future regarding knowledge management is to consider the
following:
1.Instituting after-action reviews.This kind of activity for enhanc-
ing knowledge management and organizational learning now
has a solid track record. It is also clear that its usefulness and
applicability are not limited to the U.S. Army.
2.Finding ways to tap into tacit knowledge.NASA is loaded with
expertise, so it behooves the agency to work even harder than
usual on making tacit knowledge more explicit. This process
can serve not only to enhance organizational learning but
also to put into place more effectively management of
knowledge as a preventivemeasure for dealing with projects
involving high risk.
3.Restructuring the organization so that no functional or operational
unit has more than 150 individuals.Transactive memory is criti-
cal to effective knowledge management, and an organization’s
structure should support and enhance this process, not hinder
it. NASA would do well to take a hard, discerning look at its
organizational design, especially with respect to unit size.Although NASA has been the focal point at the beginning
and now at the end of this chapter, let us not lose sight of the
applicability of these key examples of knowledge management to
all organizations.
W. Warner Burkeis the Edward Lee Thorndike Professor of Psy-
chology and Education and coordinator for the graduate programs
in social organizational psychology in the Department of Organiza-
tion and Leadership at Teachers College, Columbia University, in
New York. He is also senior adviser to the organization and change
strategy practice of IBM Global Business Services. Burke hasSOMEKEYEXAMPLES OFKNOWLEDGEMANAGEMENT 279