benefit them (value proposition). It is not simply training on the
new KM tools, features, and functionalities, which is often the only
training that is offered. It is also training on how to manage knowl-
edge: publishing, organizing, distributing, evaluating, expiring, and
so on. We all know people who can’t find key documents when
they need them or who live with amazingly disorganized computer
files. A KM system can help, but only if these people begin to learn
and appreciate the value of organized knowledge and how to
keep it that way. This area of training is as critical to the successful
adoption of a new KM system as training on the system itself.
Another mistake trainers often make is focusing only on users
and not on their managers. People in leadership and authority posi-
tions will be watched closely to see if they use the new KM system.
Train them first, and make sure they understand their unique role
not just in the KM initiative but in the change process as well.
Finally, the use of good online help, developing managers as
“knowledge coaches,” and a liberal use of examples and models can
extend the impact of the training back to the workplace.
Ongoing Support
Implementing knowledge management in small or large organizations
often represents a change in the culture. Work is done differently, the
expectation to share what you know is stronger, and employees are
often appraised on their contributions to the knowledge base. Change
management often begins and ends with the rollout. There is lots of
communication, training, and hoopla around the new system, after
which there is little follow-up. Initial enthusiasm can quickly be
replaced with doubt and discouragement as problems arise without
any means to resolve them. People become reluctant to contribute
knowledge, reverting back to their C drive or e-mail as their pri-
mary knowledge store. Information in the system becomes stale and
unreliable, collaboration falls off, and utilization falls with it.
This can be prevented, in part, through ongoing support.
The best change management efforts extend well beyond initial
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