January 31, 2002
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Jim McGee observes that the humility of the humble web journal can be a useful antidote to occasional Knowledge Management arrogance.

KM has become the organizational busybody, talking about what everyone else ought to be doing for their own good. Few of the people taling about KM seem to have any KM problems of their own, just ideas about what somebody else ought to do. There's an ugly control streak buried just beneath the surface of most of what I've seen recently about KM.

The January issue of Harvard Business Review leads off with a case study (by Nicholas G. Carr) of Bob's Meltdown, in which an old-line operations guy loses his temper with a staff puke. It's a sign of the moment that the dweeb's title is "VP, Knowledge Management".