KNOWLEDGE MANAGEMENT. Significant knowledge to deal with complexity. Reviewed by Momizat on . Companies with vision are no longer allowed restricted to what Collins and Porras call "the tyranny of OR". The Tyranny of OR implies a rational view that does Companies with vision are no longer allowed restricted to what Collins and Porras call "the tyranny of OR". The Tyranny of OR implies a rational view that does Rating: 0
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KNOWLEDGE MANAGEMENT. Significant knowledge to deal with complexity.

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Companies with vision are no longer allowed restricted to what Collins and Porras call “the tyranny of OR”. The Tyranny of OR implies a rational view that does not easily accept paradox and can not live with two seemingly contradictory forces or ideas at once. The mode of thought or incites people to believe that the solution must be A or B, but in no way can be both. However, successful companies have been freed from the tyranny of O, know that the solution can often be A and B at the same time. It is the ability to cover the ends to resolve apparent contradictions. Instead of discovering that they are forced to choose, to make a choice of type O, decided to take such a decision and, by doing both at once. It’s just do both and do them well.

All this means that decisions will not be easier, but it will become complex. We need to confront the paradoxes and for them we need intuition, feelings and emotions so we can combine these paradoxes.

René Tisen and other opinion that managers need not only knowledge, but require significant knowledge. This distinction is crucial. Significant knowledge is not guided by the facts, but by the scenarios. It is not the result of deep study, but of intuition, has nothing to do with the progressive evolutionary change, but change is paradoxical. Nor is it rational, but emotional. Decision making will move from one reality to try to deal with multiple realities. This means that every decision will be based on a relationship, interconnectivity with a multitude of issues that each decision may have on local and global issues.

Significant knowledge is the most important asset of a company that wants to deal with complexity. Allows decision-making actually multiple business situations prevailing paradoxes. Significant knowledge, says Sherry Turkle, is needed because it enables decisions to be made effectively, that every successful change in situations of complex, interrelated and dynamic, and even sometimes with conflicting parties.

The research director at International Data Coroporati√≥n, Marianne Hedin, says: “The value of knowledge provides the most complete and serious business aspect is most needed today. It is without doubt the light that guides us in the current maze of knowledge management ideas. ” Juan Soto, president of Hewlett Packard Spain said: “If HP knew what HP knows, we would be three times more productive than we are.”

It is clear that the transformation of the competitive environment of companies requires its directors to forget the solutions adopted in the past, to address these challenges. Creativity, harnessing the ideas and contributions of all members of the organization, learning, all of which are key to keeping an organization alive and able to compete.

Responding to market trends is essential but not sufficient. For a complete success, a company must be able to glimpse the big picture and not just react to trends, but to anticipate them. It is important to recognize in advance the discontinuities that shape the market in which it is operating. And, paradoxically, closer to the market when a company operates less able to anticipate and, therefore, to respond to changes.

Jes√ļs Mar√≠a Ruiz de Arriaga

Economist Lawyer. Managing Partner

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