Knowledge Management and Technical Communication: A Convergence of Ideas and Skills

Knowledge Management and Knowledge Management and Technical Communication: A Technical Communication: A

Convergence of Ideas and SkillsConvergence of Ideas and Skills

““We are entering (or have entered) the knowledge We are entering (or have entered) the knowledge society in which the basic economic resource . . . society in which the basic economic resource . . . is knowledge . . . and where the knowledge worker is knowledge . . . and where the knowledge worker will play a central role.” will play a central role.”

––Peter Drucker, 1993Peter Drucker, 1993

What am I arguing?What am I arguing?

We are witnessing an unusual convergence.We are witnessing an unusual convergence.Knowledge management 1993-2003Knowledge management 1993-2003Technical communication 1993-2003Technical communication 1993-2003

Convergence—coming together in a common interest or Convergence—coming together in a common interest or focusfocus

Confluence—a flowing or coming togetherConfluence—a flowing or coming together

Concurrence—the simultaneous occurrence of eventsConcurrence—the simultaneous occurrence of events

Coincidence—the occurrence of events that happen by Coincidence—the occurrence of events that happen by the same time by accident but seem to have some the same time by accident but seem to have some connectionconnection


Knowledge management/Knowledge management/

technical communicationtechnical communication

1. 1. While knowledge management has While knowledge management has emerged as a new discipline over the past emerged as a new discipline over the past decade, we have redefined ourselves over decade, we have redefined ourselves over the same decade (and are continuing to the same decade (and are continuing to redefine ourselves).redefine ourselves).


Workplace—research—teachingWorkplace—research—teaching

2. 2. Now more than ever before we can Now more than ever before we can contribute meaningfully to knowledge contribute meaningfully to knowledge management in the workplace as well as in management in the workplace as well as in our research and our teaching.our research and our teaching.


Other opportunitiesOther opportunities

33. . We are well positioned now to take We are well positioned now to take advantage of many other opportunities in advantage of many other opportunities in addition to knowledge management.addition to knowledge management.

OverviewOverview

What is knowledge management and why now?What is knowledge management and why now?

What’s in it for us?What’s in it for us?

How do recent efforts to redefineHow do recent efforts to redefine ourselves help us?ourselves help us?

What are some key research opportunities in What are some key research opportunities in knowledge management for us? knowledge management for us?

What’s ahead for us?What’s ahead for us?

What is knowledge What is knowledge management and management and

why now?why now?

What is knowledge management What is knowledge management and why now?and why now?

Knowledge management is a new Knowledge management is a new disciplinediscipline

Ikujiro Nonaka. “The Knowledge Creating Company.” Ikujiro Nonaka. “The Knowledge Creating Company.” Harvard Business ReviewHarvard Business Review. 1991. 1991

Ikujiro Nonaka and Hirotaka Takeuchi. Ikujiro Nonaka and Hirotaka Takeuchi. The Knowledge-The Knowledge-Creating Company: How Japanese Companies Creating Company: How Japanese Companies Create the Dynamics of InnovationCreate the Dynamics of Innovation. 1995. 1995


Knowledge management is also now an Knowledge management is also now an established disciplineestablished discipline Explosive growth of KM literature in academic Explosive growth of KM literature in academic

books and journalsbooks and journals Growth of conferences, seminars devoted to Growth of conferences, seminars devoted to

KMKM Abundance of KM articles and books in Abundance of KM articles and books in

popular management outletspopular management outlets KM as big businessKM as big business

What is knowledge managementWhat is knowledge managementand why now?and why now?

Roots in other disciplines:Roots in other disciplines: ManagementManagement Information systemsInformation systems Information technologyInformation technology Business theoryBusiness theory Social psychologySocial psychology Organizational behaviorOrganizational behavior Organizational learningOrganizational learning CommunicationCommunication


Knowledge management is “the process of Knowledge management is “the process of revealing and mapping the work activities, revealing and mapping the work activities, behaviors, and knowledge sources within an behaviors, and knowledge sources within an organization.”organization.”

SusanSusan Conway and Char Sligar, Conway and Char Sligar, Unlocking Knowledge AssetsUnlocking Knowledge Assets


“knowledge management is concerned with identifying, sharing and leveraging organizational knowledge for competitive

advantage.”

Steffen Raub and Charles-Clemens Ruling


“Knowledge management is the transfer of experience.”

Managing Partner of KPMG--Canada


Explicit knowledge and tacit knowledgeExplicit knowledge and tacit knowledge

Explicit knowledge—knowledge that we know Explicit knowledge—knowledge that we know we know. Can be articulated, codified, stored, we know. Can be articulated, codified, stored, transferred through documentstransferred through documents

Tacit knowledge—knowledge that we do not Tacit knowledge—knowledge that we do not know we know. Difficult to articulate and know we know. Difficult to articulate and generally expressible only through actiongenerally expressible only through action


Four modes of knowledge conversionFour modes of knowledge conversion

Socialization—from tacit to tacitSocialization—from tacit to tacit

Externalization—from tacit to explicitExternalization—from tacit to explicit

Combination—from explicit to explicitCombination—from explicit to explicit

Internalization—from explicit to tacitInternalization—from explicit to tacit


““Why all this sudden interest in Why all this sudden interest in knowledge?”—knowledge?”—Davenport and Prusak, Davenport and Prusak, Working KnowledgeWorking Knowledge

New global competitionNew global competition Trend toward leaner organizationsTrend toward leaner organizations Realization that technology cannot replace human Realization that technology cannot replace human

knowledge or provide its equivalentknowledge or provide its equivalent Realization that knowledge is Realization that knowledge is thethe chief asset of chief asset of

organizationsorganizations


New global competitionNew global competition

Japanese companies have been successful Japanese companies have been successful because of their ability “to create new because of their ability “to create new knowledge, disseminate it throughout the knowledge, disseminate it throughout the organization, and embody it in products, organization, and embody it in products, services, and systems.” services, and systems.”

Nonaka Takeuchi--Nonaka Takeuchi--The Knowledge-Creating CompanyThe Knowledge-Creating Company


New global competitionNew global competition

Learning how to identify, manage, and Learning how to identify, manage, and foster knowledge is vital for companies foster knowledge is vital for companies who hope to compete in today's fast-who hope to compete in today's fast-moving global economy.moving global economy.

Davenport and Prusak Davenport and Prusak Working Working KnowledgeKnowledge


Trend toward leaner organizationsTrend toward leaner organizations““The trend toward leaner organizations has also The trend toward leaner organizations has also contributed to heightened interest in knowledge, contributed to heightened interest in knowledge, on the principle that you really understand the on the principle that you really understand the value of something once its gone.” value of something once its gone.”

Davenport and Prusak, Davenport and Prusak, Working Working KnowledgeKnowledge

Aerospace engineers exampleAerospace engineers example Original Ford Taurus design team exampleOriginal Ford Taurus design team example


Realization that technology cannot replace Realization that technology cannot replace human knowledgehuman knowledge

““The assumption that technology can replace The assumption that technology can replace human knowledge or create its equivalent has human knowledge or create its equivalent has proven false time and again. Developments in proven false time and again. Developments in technology, on the other hand, are among the technology, on the other hand, are among the positive factors fueling interest in knowledge positive factors fueling interest in knowledge and its management.” and its management.”

Davenport and Prusak, Davenport and Prusak, Working Working KnowledgeKnowledge


Realization that technology cannot replace Realization that technology cannot replace human knowledge:human knowledge:

The information that comes from computer The information that comes from computer systems may be considerably less systems may be considerably less valuable to managers than information that valuable to managers than information that flows in from a variety of other sources.flows in from a variety of other sources. Davenport and Prusak Davenport and Prusak Information EcologyInformation Ecology


Realization that technology cannot replace Realization that technology cannot replace human knowledgehuman knowledge

““Technology is the enabler of all forms of Technology is the enabler of all forms of knowledge management. . . . It allows the knowledge management. . . . It allows the knowledge-based company to collect, codify, knowledge-based company to collect, codify, publish, share, and innovate through the publish, share, and innovate through the reuse of knowledge. But technology alone reuse of knowledge. But technology alone cannot manage knowledge for a company.”cannot manage knowledge for a company.”

Conway and Sligar, Conway and Sligar, Unlocking Knowledge Unlocking Knowledge AssetsAssets


Realization that knowledge isRealization that knowledge is the the chief chief asset of organizationsasset of organizations

““The metaphysics of global power has The metaphysics of global power has changed. Markets are now more valuable changed. Markets are now more valuable than territory, information more powerful than territory, information more powerful than military hardware.”than military hardware.”

Lance Morrow, Lance Morrow, TimeTime, Jan 1,1990, Jan 1,1990


Knowledge management in practice:Knowledge management in practice:

1996—teams of leading heart surgeons from five 1996—teams of leading heart surgeons from five New England medical centers observed one New England medical centers observed one another’s operating-room practicesanother’s operating-room practices

Result—a 24 percent drop in their overall Result—a 24 percent drop in their overall mortality rate for coronary bypass surgery, or 74 mortality rate for coronary bypass surgery, or 74 fewer deaths than predictedfewer deaths than predicted


Knowledge management in practiceKnowledge management in practice

2002—Bermuda-based law firm Appleby, Spurling & 2002—Bermuda-based law firm Appleby, Spurling & Kempe needed a better way to find, manage, and Kempe needed a better way to find, manage, and share informationshare information

Now has one-stop access to more than 1.5 million Now has one-stop access to more than 1.5 million content elements including Microsoft Office content elements including Microsoft Office documents and presentations, Portable Document documents and presentations, Portable Document Format files (PDFs), research articles, intranet and Format files (PDFs), research articles, intranet and Internet links, records, and people in the firm’s Internet links, records, and people in the firm’s specialized legal databases specialized legal databases



““On reflection, there is actually considerable On reflection, there is actually considerable logic behind the idea that technical writers would logic behind the idea that technical writers would be able to understand certain forms of be able to understand certain forms of knowledge—particularly technical knowledge—knowledge—particularly technical knowledge—and contribute to an electronic repository.”and contribute to an electronic repository.”

Davenport and Prusak Davenport and Prusak Working KnowledgeWorking Knowledge

What’s in it for us? What’s in it for us?

On the value of KM for technical On the value of KM for technical communicatorscommunicators Judy Glick-Smith (1998, 2001)Judy Glick-Smith (1998, 2001) David Leonard (1999)David Leonard (1999) Cory Wick (2000)Cory Wick (2000) J.D. Applen (2002)J.D. Applen (2002) Michael Hughes (2002)Michael Hughes (2002)


Glick-Smith: introduces KM concepts and how Glick-Smith: introduces KM concepts and how KM should be implementedKM should be implemented

Leonard: “Leonard: “our discipline is inextricably intertwined with the knowledge management revolution.”

Wick: technical communicators are contenders Wick: technical communicators are contenders for leadership roles in knowledge managementfor leadership roles in knowledge management


Applen: “technical communicators . . . are at the Applen: “technical communicators . . . are at the center of an organization’s knowledge”center of an organization’s knowledge”

Hughes: technical communicators add value “by Hughes: technical communicators add value “by creating organization (internal) knowledge”creating organization (internal) knowledge”

What’s in it for us? What’s in it for us?

Corey Wick’s article “Knowledge Corey Wick’s article “Knowledge Management and Leadership Management and Leadership Opportunities for Technical Opportunities for Technical Communicators.”Communicators.”


Wick argues that Technical Communicators have three Wick argues that Technical Communicators have three core competencies:core competencies:

They have a thorough understanding of the They have a thorough understanding of the complexities of knowledge, language, and complexities of knowledge, language, and communication.communication.

They are exceptionally talented in working across They are exceptionally talented in working across functions, departments, and all disciplines.functions, departments, and all disciplines.

Most, importantly, they are Most, importantly, they are expertexpert communicators. communicators.


Some positivesSome positives

Recognition—recognition forRecognition—recognition for “ “the value of capturing, the value of capturing, synthesizing, distributing, and reusing knowledge on synthesizing, distributing, and reusing knowledge on a broad scale, a value on which the field of technical a broad scale, a value on which the field of technical communication was built” (Wick 521).communication was built” (Wick 521).

Opportunities—more opportunities for technical Opportunities—more opportunities for technical communicators to employ their talents and communicators to employ their talents and competencies in new areascompetencies in new areas

Perceptions—KM now perceived as vital driver of Perceptions—KM now perceived as vital driver of businessbusiness


Some negativesSome negatives Technical communicators are among the last Technical communicators are among the last

to be identified as potential contributorsto be identified as potential contributors

Technical communicators are filling Technical communicators are filling supporting roles, not leading onessupporting roles, not leading ones

Technical communication is “in danger of Technical communication is “in danger of perpetuating its history of under perpetuating its history of under empowerment and obscurity”empowerment and obscurity”


A call for a paradigm shift:A call for a paradigm shift:

““If knowledge management represents a If knowledge management represents a paradigm shift in the way business is perceived paradigm shift in the way business is perceived and conducted, then technical communicators and conducted, then technical communicators must also change paradigms to meet the needs must also change paradigms to meet the needs of an evolving business climate. We must move of an evolving business climate. We must move beyond demanding adequate recognition and beyond demanding adequate recognition and compensation for our contributions.” compensation for our contributions.”

Corey WickCorey Wick

How do recent efforts to How do recent efforts to redefine ourselves help us?redefine ourselves help us?


The past—the 1960s, 1970s, 1980sThe past—the 1960s, 1970s, 1980s

Technical writing is different Technical writing is different

Technical communication has its roots in rhetoricTechnical communication has its roots in rhetoric

Technical writing has humanistic valueTechnical writing has humanistic value

Technical communication has an image problemTechnical communication has an image problem


The past decadeThe past decade Janice Redish and Judith Ramey (1995)Janice Redish and Judith Ramey (1995) Ann Rockley (2001)Ann Rockley (2001) William Hart-Davidson (2001)William Hart-Davidson (2001) Saul Carliner (2001)Saul Carliner (2001) Muriel Zimmerman (2001)Muriel Zimmerman (2001) Marjorie Davis (2001)Marjorie Davis (2001) Michael Hughes (2002)Michael Hughes (2002)


Redish and Ramey—we add value in measurable waysRedish and Ramey—we add value in measurable ways

Redish—we need to be involved in the planning of Redish—we need to be involved in the planning of single-sourcing systemssingle-sourcing systems

Rockley—we may want to become information Rockley—we may want to become information technologiststechnologists

Hart-Davidson—we have a central role to play in Hart-Davidson—we have a central role to play in information technology systemsinformation technology systems


Carliner—we are information designersCarliner—we are information designers

Zimmerman—we will play different roles in user Zimmerman—we will play different roles in user supportsupport

Davis—we must move from craftsperson to Davis—we must move from craftsperson to professionalprofessional

Hughes—we must see ourselves as knowledge Hughes—we must see ourselves as knowledge creatorscreators


Michael Hughes’ article “Moving From Michael Hughes’ article “Moving From Information Transfer to Knowledge Creation: A Information Transfer to Knowledge Creation: A New Value Proposition for Technical New Value Proposition for Technical Communicators”Communicators”

Hughes is president and founder of Working Knowledge, Hughes is president and founder of Working Knowledge, Inc.Inc.

Hughes argues that we must move Hughes argues that we must move beyond seeing ourselves as information beyond seeing ourselves as information packagers to seeing ourselves as packagers to seeing ourselves as knowledge creators. knowledge creators.

We make three important contributions as We make three important contributions as knowledge creators. knowledge creators.


1.1. Technical communicators are knowledge Technical communicators are knowledge specialists who help SMEs make explicit specialists who help SMEs make explicit what has become tacit:what has become tacit:

Probing interviews Probing interviews

Critical reverse engineeringCritical reverse engineering


2. Technical communicators help design teams 2. Technical communicators help design teams arrive at consensus (group knowledge) about arrive at consensus (group knowledge) about what the product is or does:what the product is or does:

Usability testsUsability tests

Document review processDocument review process

How do recent efforts to How do recent efforts to

redefine ourselves help us?redefine ourselves help us?

3. Technical communicators create knowledge 3. Technical communicators create knowledge assets:assets:

Creators of knowledge think beyond the concept of Creators of knowledge think beyond the concept of documentation and think in terms of knowledge documentation and think in terms of knowledge management systems. management systems.

The more technical communicators do to create The more technical communicators do to create systems that make the knowledge within the systems that make the knowledge within the documentation searchable or otherwise accessible, the documentation searchable or otherwise accessible, the more value they add.more value they add.


What are some key research What are some key research opportunities in KM for us?opportunities in KM for us?


Some potential research areas:Some potential research areas:

Metaphors and analogiesMetaphors and analogies VocabulariesVocabularies TaxonomiesTaxonomies NarrativesNarratives EnvironmentsEnvironments PedagogiesPedagogies


Metaphors and analogiesMetaphors and analogies 1978 example of Honda City, a different kind of 1978 example of Honda City, a different kind of

automobile. automobile. ““Let’s gamble”Let’s gamble” ““Automobile Evolution”—If the automobile were an Automobile Evolution”—If the automobile were an

organism, how should it evolve?organism, how should it evolve? ““man-maximum, machine-minimum”man-maximum, machine-minimum” Image of a sphere Image of a sphere ““Tall Boy”Tall Boy”

Nonaka and Takeuchi, Nonaka and Takeuchi, The Knowledge-Creating CompanyThe Knowledge-Creating Company


Metaphors and analogiesMetaphors and analogies

““Externalization is . . . often driven by Externalization is . . . often driven by metaphor and/or analogy. Using an attractive metaphor and/or analogy. Using an attractive metaphor and/or analogy is highly effective in metaphor and/or analogy is highly effective in fostering direct commitment to the creative fostering direct commitment to the creative process.”process.”

––Nonaka and Takeuchi, Nonaka and Takeuchi, The Knowledge-Creating The Knowledge-Creating CompanyCompany


Metaphors and analogies Metaphors and analogies Sample research questions:Sample research questions:

• What are the best success stories of metaphors What are the best success stories of metaphors and analogies leading to corporate innovation?and analogies leading to corporate innovation?

• Why are metaphors and analogies so effective for Why are metaphors and analogies so effective for motivating groups to create and produce?motivating groups to create and produce?

• What kinds of metaphors and analogies work best What kinds of metaphors and analogies work best and why?and why?


VocabulariesVocabulariesA recent conference at MIT for scientists and A recent conference at MIT for scientists and Buddhist monksBuddhist monks

““Before I got into this, I thought we should be open-Before I got into this, I thought we should be open-minded, but I didn’t think it was likely we would be able to minded, but I didn’t think it was likely we would be able to have a useful exchange.” Now “I feel like there is a have a useful exchange.” Now “I feel like there is a common language, a common engagement of ideas. common language, a common engagement of ideas. We’ve only scratched the surface.”We’ve only scratched the surface.”

Nancy Kanwisher, MIT psychologistNancy Kanwisher, MIT psychologist


Vocabularies:Vocabularies:““Research shows time and again that a shared Research shows time and again that a shared language is essential to productive knowledge language is essential to productive knowledge transfer.” transfer.” Davenport and Prusak, Davenport and Prusak, Working KnowledgeWorking Knowledge

Example: BP employs consultants to translate Example: BP employs consultants to translate observations made by “roughnecks” on North observations made by “roughnecks” on North Sea oil rigs into language and concepts that Sea oil rigs into language and concepts that executives in London can better understand.executives in London can better understand.


Vocabularies:Vocabularies:

““. . . multiple and sometimes contradictory . . . multiple and sometimes contradictory meanings for fundamental terms exist in many meanings for fundamental terms exist in many organizations and create barriers to organizations and create barriers to consolidating information and knowledge.”consolidating information and knowledge.”

Davenport and Prusak, Davenport and Prusak, Working KnowledgeWorking Knowledge

Example: Meanings of “customer,” “product,” and Example: Meanings of “customer,” “product,” and “material” at Monsanto“material” at Monsanto


Vocabularies Vocabularies Sample research questions: Sample research questions:

• Why is it important to establish a common language to foster Why is it important to establish a common language to foster knowledge creation?knowledge creation?

• How does a common language help create trust and How does a common language help create trust and knowledge?knowledge?

• What are the best ways for quickly establishing a common What are the best ways for quickly establishing a common language within an organization and between organizations?language within an organization and between organizations?


Taxonomies (any classified collections of Taxonomies (any classified collections of elements)elements)

““As content grows in the electronic world, it is apparent As content grows in the electronic world, it is apparent that simply turning a search engine loose on a collection that simply turning a search engine loose on a collection of information will not give the hoped for improvements of information will not give the hoped for improvements in productivity and profits promised by e-business. in productivity and profits promised by e-business.

Taxonomies are the missing link.”Taxonomies are the missing link.” Mike Crandall, former Knowledge Architect Manager, Mike Crandall, former Knowledge Architect Manager,

Microsoft CorporationMicrosoft Corporation


TaxonomiesTaxonomies Sample research questionsSample research questions

• How do you match the taxonomy to knowledge How do you match the taxonomy to knowledge workers’ information seeking behavior? workers’ information seeking behavior?

• If a search fails (appropriate content is not If a search fails (appropriate content is not available), how do you structure a taxonomy to available), how do you structure a taxonomy to give feedback to taxonomy administrators?give feedback to taxonomy administrators?

• How can a KM system not only inform the How can a KM system not only inform the knowledge worker of the knowledge worker of the existenceexistence of content but of content but also begin to inform of thealso begin to inform of the lack lack of content? of content?


NarrativesNarratives VideosVideos sent to branch offices that tell the story of an sent to branch offices that tell the story of an

important business event, such as how a key sale important business event, such as how a key sale was madewas made

MessagesMessages in the form of stories sent by a securities in the form of stories sent by a securities firm to its brokerage agents providing info about a firm to its brokerage agents providing info about a sale, an upcoming event, or customer feedbacksale, an upcoming event, or customer feedback

StoriesStories of desirable business behavior circulated of desirable business behavior circulated electronically under the banner “Excellence in Action” electronically under the banner “Excellence in Action” by a subsidiary of Hewlett-Packardby a subsidiary of Hewlett-Packard



Narratives Narratives

““research shows that knowledge is research shows that knowledge is communicated most effectively through a communicated most effectively through a convincing narrative that is delivered with convincing narrative that is delivered with formal elegance and passion.” formal elegance and passion.”



Narratives Narratives Sample research questions: Sample research questions:

• Why are narratives one of the best ways for Why are narratives one of the best ways for capturing tacit knowledge?capturing tacit knowledge?

• What are the best examples of narratives for What are the best examples of narratives for capturing tacit knowledge?capturing tacit knowledge?

• What are the best ways for relaying these What are the best ways for relaying these narratives—video, multimedia, retreats?narratives—video, multimedia, retreats?


Environments (technical communicators in Environments (technical communicators in the workplace):the workplace):

““We demonstrate why we work with teams to We demonstrate why we work with teams to capture their knowledge in seed documents, and capture their knowledge in seed documents, and then discuss how seed documents lead to then discuss how seed documents lead to document prototypes and drafts.”document prototypes and drafts.”

Stephen Bernhardt and George A. McCulleyStephen Bernhardt and George A. McCulley


Environments:

Three major questions concerning six student interns:

1. What are some of the specific means by which these newcomers gained access to knowledge in this workplace?

2. What role did disciplinary or organizational language practices play in the students’ learning?

3. Did the newcomers contribute to the generation of new knowledge?

Deborah WinsorDeborah Winsor


EnvironmentsEnvironments Sample research questions:Sample research questions:

• What roles are technical communicators currently What roles are technical communicators currently playing in the knowledge management boom?playing in the knowledge management boom?

• Are these roles successful or significant? Why or Are these roles successful or significant? Why or why not?why not?

• If not, what will it take to involve technical If not, what will it take to involve technical communicators in KM in major ways?communicators in KM in major ways?


Pedagogies:Pedagogies:

““Creators of knowledge must also be skilled Creators of knowledge must also be skilled facilitators and shrewd interviewers (similar to facilitators and shrewd interviewers (similar to anthropologists and sociologists). Degree anthropologists and sociologists). Degree programs in technical communication should programs in technical communication should include courses to develop these skills.include courses to develop these skills.

Michael HughesMichael Hughes


PedagogiesPedagogies Sample research questions: Sample research questions:

• How can we include more knowledge management How can we include more knowledge management theory into our courses?theory into our courses?

• How can we best put together multidisciplinary How can we best put together multidisciplinary courses to teach knowledge management?courses to teach knowledge management?

• How can we put more emphasis on knowledge How can we put more emphasis on knowledge management tools without sacrificing emphasis on management tools without sacrificing emphasis on theory?theory?



““It does seem safe to predict that in five years, It does seem safe to predict that in five years, there will still be human professionals doing the there will still be human professionals doing the work presently done by technical work presently done by technical communicators, though the skills required for communicators, though the skills required for technical communicators in the next computer technical communicators in the next computer revolution will change at least as much in the revolution will change at least as much in the next five years as they have in the past five next five years as they have in the past five years.” years.”

Muriel Zimmerman, 2001Muriel Zimmerman, 2001


““We define an information ecology to be a We define an information ecology to be a system of people, practices, values, and system of people, practices, values, and technologies in a particular environment. technologies in a particular environment. In information ecologies, the spotlight is In information ecologies, the spotlight is not on technology, but on human activities not on technology, but on human activities that are served by technology.”that are served by technology.”

Bonnie Nardi and Vicki O’Day, Bonnie Nardi and Vicki O’Day, Information Ecologies: Using Information Ecologies: Using Technology With HeartTechnology With Heart


In 2006 we will be known by even more In 2006 we will be known by even more job titles but we will also be:job titles but we will also be:

knowledge creatorsknowledge creators information designersinformation designers information ecologistsinformation ecologists

In Closing . . .In Closing . . .

In Closing . . .In Closing . . .

Knowledge Management 1993-2003Knowledge Management 1993-2003

Technical Communication 1993-2003Technical Communication 1993-2003

A convergence (confluence, concurrence, A convergence (confluence, concurrence, coincidence) of some kind has occurred (is coincidence) of some kind has occurred (is occurring).occurring). Shared interests and skillsShared interests and skills Shared valuesShared values Shared present and futureShared present and future

Documents

Knowledge Management and Technical Communication: A Convergence of Ideas and Skills