Category: Knowledge Management

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Your Organisation Is Losing Its Most Valuable Knowledge — And You’re Looking in the Wrong Place

(This post was originally posted on my LinkedIn Profile.)

Most knowledge management programmes are built on a flawed assumption: that the knowledge worth capturing is the kind you can write down.

Databases. Repositories. Best practice libraries. Lessons learned registers. These are the tools we reach for, and they are not without value. But they systematically leave behind the knowledge that organisations need most — the tacit, relational, embodied, and culturally embedded knowledge that lives in people’s instincts, their ways of seeing, their ability to navigate ambiguity. And when those people leave, retire, or burn out, that knowledge goes with them.

I have spent years pulling at the thread of what it would take to build a genuinely different approach to knowledge management — one that takes seriously the full range of what humans know, not just the fraction that fits into a text field. The review of 70+ research studies that have been sitting on my hard drive has strengthened my conviction that the answer lies somewhere most KM practitioners have not looked: in the arts, in creativity, and in a fundamental rethinking of what knowledge really is.

Creativity Is Not a KM Output. It Is a KM Process.

Most frameworks treat creativity as something that knowledge enables — invest in KM, and innovation follows. The research suggests the inverse is equally true, and arguably more important: creative processes are themselves a primary mechanism for knowledge creation.

This is not a semantic distinction. It has structural implications. If creativity is a core KM process — not a downstream benefit — then knowledge management systems need to be architected around enabling creative application, not just knowledge access and storage.

The practical implication is this: your knowledge management programme will never perform to its potential if it optimises for retrieval while neglecting creation. Knowledge that is shared but not creatively applied circulates without transforming. It becomes organisational wallpaper.

What Neuroscience Is Telling Us About How Knowledge Is Actually Formed

Here is something that does not appear in most KM strategy documents: arts engagement simultaneously activates multiple brain systems — sensory, emotional, memory, and social — that purely linguistic knowledge exchange does not reach.

This is not a soft claim. It is a structural argument, supported by neuroscience research, for why arts-based processes generate different and richer knowledge than text-based alternatives. When we design knowledge processes that engage multiple sensory modalities — visual, auditory, kinaesthetic, tactile — we enhance memory formation, creative connection, and knowledge retention in ways that a well-formatted document simply cannot replicate.

The corollary is equally important: the knowledge that organisations most need to preserve and transfer — what experienced practitioners know through gesture, spatial sense, physical practice, and professional intuition — is precisely the knowledge that conventional KM systems are structurally unable to capture.

The Knowledge Your Organisation Cannot Afford to Keep Losing

Research by Root-Bernstein on Nobel laureates and highly innovative scientists reveals a striking pattern: artistic avocation and scientific or organisational innovation are strongly linked. This is not biographical curiosity. It points to something structural about cognition: the moves developed through artistic practice — observation, pattern recognition, aesthetic discrimination, creative synthesis — transfer directly into knowledge work and produce measurably better outcomes.

Meanwhile, a landmark meta-analysis of 268 publications and 205 documented cases of arts-based interventions in organisations identified 393 distinct positive outcomes. These were not soft or anecdotal: they mapped directly onto what we recognise as KM objectives — improved collaboration, enhanced sense-making, stronger learning cultures, greater capacity to navigate complexity.

The evidence base for arts-informed approaches to knowledge management is substantial. What has been missing is a methodology that makes it organisationally accessible.

The Problem with How We Measure Creativity

One of the most consistent findings in the creativity measurement literature is that organisations damage creative performance by applying innovation metrics to creative processes. The two modes require fundamentally different conditions, incentives, and approaches to evaluation.

The most common way organisations kill creativity is by applying business-case logic too early. Ideation phases — genuinely exploratory, divergent, high tolerance for ambiguity — need to be protected from premature evaluative pressure. This is not a cultural nicety. It is a design requirement.

The research recommends measuring creative process quality alongside outputs: psychological safety levels, diversity of perspectives in dialogue, quality of questioning, willingness to challenge assumptions. And it argues for tracking disposition indicators as leading measures — curiosity, comfort with ambiguity, eagerness to explore — because these predict creative output better than measuring outputs directly.

This is a genuinely different logic from most organisational measurement frameworks, and it matters because the wrong measurement approach actively undermines the thing you are trying to build.

The Rise of AI Makes This More Urgent, Not Less

Two threads in the research address the AI question directly, and both arrive at the same place: the risk is not competition between human and artificial intelligence. The risk is substitution — outsourcing creative processes to AI in ways that reduce human engagement in precisely the activities that generate authentic knowledge and genuine human connection.

The knowledge created through creative, arts-informed processes carries something that AI-assisted processes cannot replicate: the self-disclosure and authentic engagement of human beings working through complexity together. This is not sentimentality. It is a functional argument for why relational knowledge — the kind created in the interspace between people — remains irreducibly human, and why protecting it matters more as AI becomes more capable, not less.

AI belongs in knowledge management as infrastructure: search, synthesis, organisation. Human creative engagement belongs at the centre, not as a nice-to-have, but as the core activity that makes the rest of it worth doing.

What This Means for How Organisations Should Approach KM

The research points to several structural changes that would make a genuine difference.

Organisations need to create what researchers call interspaces — protected environments, physical and psychological, where conventional organisational norms are temporarily suspended so that genuinely different knowledge can emerge. The arts are particularly effective at creating these spaces because they carry cultural permission for experimentation and ambiguity that normal business contexts do not. But the research is clear that an interspace only delivers KM value if insights flow back into mainstream practice. The re-integration pathway matters as much as the creative space itself.

Demographic diversity is necessary but not sufficient. What the research points to is cognitive diversity — different thinking modes, expertise domains, and problem-solving approaches — as the primary driver of creative knowledge work. The research from Unilever’s innovation practice establishes this as the primary predictor of creative problem-solving performance. And it requires facilitation processes designed to harness the productive friction of different perspectives, rather than suppressing it in the name of social comfort.

Knowledge management needs to be framed as a wellbeing and human development practice, not merely an efficiency tool. The neuroscience literature establishes that arts engagement generates measurable benefits to stress resilience, emotional regulation, and cognitive flexibility — all of which directly affect the quality of knowledge work over time. Organisations that attend to the human experience of knowledge work generate more and better knowledge. This is not a values claim. It is a performance claim.

A Different Kind of Knowledge Management is not just Possible. It Is Necessary.

We are asking our organisations to navigate a world of genuine complexity — technological disruption, demographic change, shifting social expectations, and wicked problems that do not yield to standard playbooks. The knowledge management frameworks we inherited from the 1990s were designed for a different world. They optimised for efficiency, standardisation, and explicit knowledge. They have served their purpose.

What we need now is a methodology that takes seriously the full spectrum of what human beings know — including the knowledge that lives in the body, in relationships, in aesthetic sensibility, in the capacity to sit with ambiguity long enough to generate something genuinely new.

That is what Radical Knowledge Management is designed to do.

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What does world-class knowledge management look like?

(This post was originally posted on my LinkedIn Profile and has been edited slightly.)

I’ve been reflecting on this question through the lens of the Global MIKE Award — the international benchmark that’s recognised organisations like Infosys, Wärtsilä, and Bangchak for excellence in knowledge and innovation management. As a member of the judging panel since 2022, I’ve had the privilege of reviewing submissions from organisations across sectors and geographies, and patterns emerge.

What strikes me is what doesn’t appear in the assessment criteria.

There’s no category for “most sophisticated technology stack.” No points awarded for the slickest search interface or the largest content repository.

Instead, the eight criteria centre on distinctly human concerns: empowering knowledge workers, transformative leadership, cultivating innovation culture, developing networks and connectivity.

The technology is assumed. The differentiator is everything else.

This resonates with something the Consortium for Service Innovation discovered when developing Knowledge-Centered Service methodology in the 1990s. They started by focusing on tools — and then realised that success “was more about people and their behaviours than it was about the tool.”

Three decades later, we’re still learning this lesson.

World-class KM isn’t a system you install. It’s a set of organisational capabilities you cultivate:

Knowledge created in the flow of work, not in isolation from it. Governance that enables rather than restricts. Frontline workers trusted as authors, not just consumers. Contribution recognised and celebrated. Learning embedded in daily practice.

In contact centres I see organisations investing heavily in AI-powered knowledge tools while neglecting the fundamentals: governance, culture, content quality, feedback loops. The technology can’t compensate for these gaps. It amplifies them.

The MIKE framework reminds us that intellectual capital has three dimensions: human, relational, and structural. Most technology investments target structural capital alone. World-class organisations invest across all three.

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The Magic in the White Space: why what we can’t measure what matters most

(This post originally appeared on my LinkedIn profile.)

We’ve optimised ourselves into a corner.

Somewhere along the way, we started measuring everything. Click-through rates. Response times. Conversion metrics. Engagement scores. Customer lifetime value. Net Promoter Scores. And in doing so, we forgot something fundamental: people aren’t data points.

I’ve been thinking a lot lately about how our obsession with technology and analytics has made us deeply, painfully transactional. Every interaction has become an opportunity to capture, quantify, and optimise. We’ve replaced conversations with touch-points. Relationships with customer journeys. Trust with sentiment analysis.

The cost? We’ve lost our ability to think holistically. And we’ve forgotten that the most important things that happen in organisations—and in life—happen in the spaces between the things we measure.

The Tyranny of the Measurable

There’s a management axiom that gets trotted out with alarming frequency: “What gets measured gets managed.” It’s usually attributed to Peter Drucker, though he probably never said it in quite that way. Regardless of its provenance, we’ve taken it as gospel and built entire industries around it.

But here’s the problem with making measurement the centre of everything: we start to believe that if something can’t be measured, it doesn’t matter. Or worse, it doesn’t exist.

Consider what happens when everything is reduced to discrete, measurable transactions. We stop seeing patterns. We stop understanding context. We stop recognising that the person on the other end of that support ticket is the same one who attended our webinar, recommended us to a colleague, and has been quietly championing our work for years. Their “customer journey” looks like a series of disconnected events in our CRM, but their actual relationship with us is something far richer—and far more valuable—than any dashboard can capture.

Strategic thinking requires us to hold complexity. To see connections that don’t fit neatly into a spreadsheet. To value things we cannot easily quantify—like loyalty, goodwill, institutional memory, and the trust that accumulates through countless small moments of being seen and valued.

What Lives in the White Space

In design, white space—the empty areas around and between elements—isn’t wasted space. It’s what makes the rest of the design work. It provides breathing room, creates emphasis, and allows the eye to rest. Without white space, everything blurs together into noise.

Organisations have white space too. It’s the corridor conversation that sparks an unexpected idea. The coffee break where two people from different departments discover they’re working on complementary problems. The offhand comment in a meeting that someone remembers six months later and applies in a completely different context. It’s the trust that accumulates not through formal processes but through countless small moments of showing up, following through, and treating people as whole human beings rather than inputs in a workflow.

None of this fits in a spreadsheet. None of it shows up in your quarterly metrics review. And yet—ask anyone where their best ideas came from, and they’ll almost never point to a scheduled brainstorming session or a formal innovation programme. They’ll tell you about a conversation. A chance encounter. A moment of connection that couldn’t have been predicted or planned.

This is where the magic happens. And we’re systematically eliminating it.

The Efficiency Trap

In our pursuit of efficiency, we’ve optimised away the very conditions that allow innovation, creativity, and genuine human connection to flourish. Every minute is accounted for. Every interaction has a purpose. Every meeting has an agenda and a hard stop.

We’ve mistaken activity for progress and transactions for relationships.

The irony is profound. We invest millions in innovation programmes while simultaneously creating cultures that leave no room for the unstructured thinking that innovation requires. We talk about the importance of relationships while treating every customer interaction as a data point to be captured and processed. We celebrate “human-centred design” while building systems that reduce humans to behavioural patterns and conversion funnels.

You can’t build a relationship in a transaction. You build it in the space between transactions. In the follow-up that wasn’t required. In remembering what matters to someone. In showing up consistently, not just when the metrics demand it.

A Different Way of Seeing

So how do we measure the magic that happens in the white space?

I think the uncomfortable answer is: we don’t. Not directly, anyway. The white space is where serendipity lives, and serendipity resists quantification. That might be precisely the point.

But that doesn’t mean we’re helpless. It means we need to shift our focus from measuring the magic itself to measuring—and deliberately cultivating—the conditions that allow magic to happen.

We can ask different questions. Do people have unstructured time to think and connect? Are there spaces—physical or virtual—where unexpected collisions can occur? Is there psychological safety to share half-formed ideas without them being immediately evaluated against KPIs? Do we reward relationship-building, or only task completion?

We can notice the outcomes, even if we can’t trace the path. Innovation doesn’t announce its origins. But we can ask: where did that breakthrough actually come from? When we bother to trace these things back, the answer is almost never “the innovation committee met and decided.” It’s “I had a conversation with someone in a completely different department” or “I remembered something a client mentioned offhand three months ago.”

We can listen for stories instead of statistics. Narrative is how humans have always captured what metrics cannot. The organisations that understand the value of white space are the ones that collect and share these stories deliberately—not as marketing material, but as genuine organisational knowledge about how value actually gets created.

The Human Imperative

This matters more now than ever. As artificial intelligence takes over more of our transactional work—answering routine queries, processing standard requests, analysing data at scale—what remains distinctly human is precisely the stuff that happens in the white space. The intuition. The empathy. The ability to hold ambiguity and see connections across domains. The relationships built on genuine understanding rather than algorithmic prediction.

If we continue to optimise humans out of the white space, we’ll have nothing left to offer that machines can’t do better. But if we recognise that the white space is where our uniquely human value lives, we can build organisations that amplify rather than replace what makes us irreplaceable.

Technology should serve relationships, not replace them. Data should inform human judgement, not substitute for it. Efficiency should create space for what matters, not consume every moment in pursuit of marginal gains.

An Invitation

Perhaps it’s time we measured what actually matters—even if that means accepting that some things can’t be measured at all.

What would it look like to run an organisation that valued the white space? That deliberately protected time for unstructured connection? That evaluated leaders not just on what they delivered but on the relationships they built and the conditions they created for others to thrive?

What would it look like to approach each interaction not as a transaction to be completed but as a relationship to be nurtured? To see the person behind the data point, the story behind the metric, the magic behind the measurement?

The magic is in the white space. It always has been.

Maybe it’s time we stopped trying to fill every inch of it with something we can count.

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Beyond Prompt Engineering: Strengthening the Uniquely Human Skills AI Can’t Replace

(This post originally appeared on my LinkedIn Profile.)

As artificial intelligence transforms workplaces across every industry, the conversation often centres on technical preparedness: learning to write effective prompts, understanding AI tools, or adapting to new technologies. But there’s a more fundamental question we should be asking: What uniquely human capabilities should we be strengthening to remain indispensable in an AI-augmented workplace?

The answer isn’t about competing with AI—it’s about complementing it by doubling down on the skills that make us irreplaceably human.

The Context Revolution: Where Human Intelligence Shines

AI excels at processing information and recognising patterns, but it struggles with something humans do intuitively: understanding context that isn’t explicitly stated. When a team member says they’re “fine” with a decision. Still, their body language suggests otherwise. When a client’s straightforward request masks a more profound concern, or when market data fails to capture the cultural nuances affecting a product launch, these are moments where human insight becomes invaluable.

Strengthen your contextual intelligence by:

  • Practising active listening that goes beyond words to understand underlying concerns
  • Developing cultural competency and awareness of unspoken dynamics
  • Learning to read between the lines in communications and situations
  • Building your ability to synthesise information from multiple, often contradictory sources

Ethical Reasoning in Complex Situations

AI systems can be programmed with rules, but they struggle with the grey areas where ethical considerations intersect with practical realities. Human professionals who can navigate complex ethical dilemmas—balancing stakeholder interests, considering long-term implications, and making principled decisions under pressure—will become increasingly valuable.

Develop your ethical reasoning by:

  • Studying case studies in your industry where ethical considerations shaped business decisions
  • Engaging with diverse perspectives on moral and ethical issues
  • Practising scenario-based thinking about the potential consequences of decisions
  • Learning frameworks for ethical decision-making in professional contexts

Relationship Building and Trust Creation

Trust is built through consistent human interaction, emotional connection, and shared experiences. While AI can facilitate communication, the deep relationships that drive business success—whether with clients, team members, or partners—remain fundamentally human endeavours.

Strengthen your relationship-building skills by:

  • Developing genuine curiosity about others’ perspectives and experiences
  • Practising empathy and emotional intelligence in professional settings
  • Learning to build rapport across different communication styles and cultural backgrounds
  • Mastering the art of difficult conversations with sensitivity and tact

Creative Problem-Solving and Innovation

True innovation often emerges from connecting seemingly unrelated ideas, challenging fundamental assumptions, or approaching problems from entirely new angles. While AI can generate variations on existing themes, breakthrough thinking typically requires the kind of creative leaps that come from human intuition and imagination.

Enhance your creative problem-solving by:

  • Exposing yourself to disciplines outside your expertise area
  • Practising brainstorming techniques that encourage unconventional thinking
  • Learning to suspend judgment and explore “what if” scenarios
  • Developing comfort with ambiguity and uncertainty

Strategic Thinking and Long-Term Vision

AI is excellent at optimising for defined parameters, but setting those parameters—determining what success looks like in a complex, changing world—requires strategic thinking that considers multiple stakeholders, uncertain futures, and competing priorities.

Build your strategic capabilities by:

  • Studying how successful leaders have navigated industry transformations
  • Practising systems thinking that considers interconnected effects
  • Developing comfort with making decisions based on incomplete information
  • Learning to balance short-term pressures with long-term objectives

Adaptability and Continuous Learning

Perhaps most importantly, the ability to adapt quickly to new situations, learn from failures, and pivot when circumstances change is a fundamentally human trait. While AI systems require retraining to handle new situations, humans can draw on experience, intuition, and creativity to navigate uncharted territory.

Cultivate your adaptability by:

  • Embracing new challenges outside your comfort zone
  • Learning from setbacks and viewing failure as valuable data
  • Developing mental models that can be applied across different contexts
  • Staying curious about emerging trends and their potential implications

Leadership in Times of Change

As organisations implement AI, they’ll need leaders who can guide teams through transformation, address concerns about job security, and help people find meaning in their evolving roles. This requires emotional intelligence, practical communication skills, and the ability to inspire confidence during times of uncertainty.

Develop your leadership skills by:

  • Practising transparent communication about change and its implications
  • Learning to address fears and concerns with empathy and honesty
  • Building skills in change management and organisational development
  • Developing your ability to articulate vision and purpose

The Integration Imperative

The most successful professionals won’t be those who ignore AI or those who simply learn to use AI tools—they’ll be those who understand how to integrate AI capabilities with uniquely human strengths to create value that neither could generate alone.

This means developing what I call “integration intelligence”: the ability to understand what AI does well, what it doesn’t do well, and how human capabilities can best complement artificial ones. It’s about becoming the bridge between technological capability and human need.

Practical Steps to Start Today

  1. Audit your current role: Identify which tasks could potentially be automated and which require distinctly human judgment.
  2. Invest in relationships: Spend more time building genuine connections with colleagues, clients, and industry peers.
  3. Seek diverse experiences: Volunteer for cross-functional projects or take on challenges outside your usual scope.
  4. Practice difficult conversations: Develop your skills in navigating conflict, delivering difficult news, or facilitating challenging discussions.
  5. Study other industries: Look for insights and approaches from fields completely different from your own
  6. Embrace ambiguity: Take on projects where the path forward isn’t straightforward and success metrics are still being defined.

The Future Belongs to Human-AI Collaboration

The organisations that will thrive in the AI era won’t be those that replace humans with machines, but those that create powerful collaborations between human insight and artificial intelligence. By strengthening our uniquely human capabilities—our ability to understand context, navigate complexity, build relationships, think creatively, and lead through change—we position ourselves not as competitors to AI, but as essential partners in creating value that neither humans nor AI could achieve alone.

The question isn’t whether AI will change our work—it already is. The question is whether we’ll be ready to contribute our irreplaceable human value to that transformation. Now is the time to start strengthening those muscles.

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Radical KM Institute Announcement

There are now three courses/programs available on the RadicalKM.Institute website.

The White Belt course has been available since earlier this year (February 2024), and is an introduction to Radical KM, it is free. You can find out about it here.

The Green Belt course has just been released (November 2024). It takes Radical KM a step further, with more complex ideas about implementing/using Radical KM. The course includes videos and other supplemental information. You can find out about it here.

Finally, an comprehensive program including 1:1 coaching. This program is designed to complete the Radical KM picture and help knowledge managers implement Radical KM in their organisation by providing in depth Radical KM knowledge and 1:1 coaching. You can check it out here.

As always, if you have any questions, feel free to get in touch, I’m always happy to talk. You can book a time with me here.

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Radical KM Workshop Feedback

I was recently asked to help a university class that was working on a module entitled, “creating, managing and using knowledge in organisations”. The instructor is someone in my network who wanted her students to learn about Radical KM. Due to technical reasons it wasn’t possible for me to lead the session live.

The students watched a recording of a webinar I did about Radical KM and then the instructor lead them through the workshop that I had prepared and sent her. What follows is the email I received back with the classes comments and reflection on the session. I have removed any identifying information for privacy, otherwise what follows is a straight cut and paste.

Hi Stephanie,

I hope this message finds you well. 

On behalf of the class, I just wanted to express our gratitude for preparing today’s workshop. It was a refreshing change for us, and everyone had a lot of fun. I just thought I would summarise our thoughts below:

As in your video seminar, beginning with the flower meditation served as a way to concentrate our focus on the workshop, and allowed us to clear our minds of any other conflicting thoughts. For me, doing this meditation with the class as opposed to on my own, forced me to concentrate more on my flower. However, the collective energy in the room definitely improved since we had all engaged in the same activity to start our day. Some individuals in the class visualised imagery in relation to flowers in their garden or that they had bought as part of a bouquet, linking the meditation to everyday life.

We chose to build a business case for arts-based practices within a law firm, specifically pitching to senior management. In our initial discussion, we decided that this case should be presented by a dedicated KM team, ensuring robust evidence to back up the importance of arts-based practices. We also discussed issues surrounding the use of language like ‘radical’ and ‘creative’, and concluded that the best interests of the law firm should be the primary goal (i.e. billable hours).

The first scribble drawing exercise left us feeling chaotic, energised, surprised and stressed at points. Our stream of consciousness writing exercise following provided an opportunity for us to document our feelings in the moment. For myself, I found that each new scribble drawing that landed in front of me was not what I was expecting. It was very interesting to see how each member of the class interpreted the scribble drawings differently.

Reflecting on this, our following discussion on our business case centred on the benefits of arts-based practices for relaxation, fresh perspectives and taking a break for logical thinking. We added to our business case suggesting that implementing these practices in a law firm would allow for more contribution, an improvement in culture and employees feeling more present. We decided that these practices should be started in a trial so that Senior Management have the opportunity to see how they would fit with practicing law.

The major theme that emerged was nostalgia. It seems that the freedom of a blank piece of paper and an abundance of colouring materials sparked memories of an incredibly tangible time in our lives. I found myself wanting to be very logical with my second scribble. I wanted to make sure that I could definitely fill the page in 5 minutes by choosing the most appropriate pattern – making sure I didn’t run out of time. I am a very logical person when it comes to problem solving so this exercise has prompted me to try and take more creative and abstract approaches in the future.

Our last discussion on our business case led us to decide that Senior Management would just have to try a meditation or scribble method to reveal the true benefits. In our case we would argue that these methods are appropriate as they do not require preparation, promote child-like energy, provide a step away from work and offer personalisation. This way, management could trust that each individual in the organisation is empowered to take arts-based practices and customise it to their needs.

Overall, the class found this a great exercise to implement some of the other ideas we have discussed throughout the semester and truly see them in practice. This was a very insightful an enriching workshop, thanks again!

Kind regards,

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Three Often Overlooked Benefits of Arts-Based Interventions in Your Organisation

Three Often Overlooked Benefits of Arts-Based Interventions in Your Organisation:
1. Strategic Decision Making
2. Talent Management
3. Adapting to Technological Changes

You might be wondering how incorporating arts-based interventions into your organization can enhance these areas. Allow me to enlighten you.

Arts-based interventions (ABIs), when integrated into regular practices, unlock dormant skills and abilities that have been overshadowed by years of traditional education and societal expectations. Our conventional educational systems emphasize logic, rationality, rigid processes, and hierarchical thinking—a pedagogy centered around control, seeking the right answers, earning good grades, and perpetuating the past, rather than exploring and creating the future.

ABIs reignite our curiosity and playfulness, fueling a continuous desire to learn and evolve. They guide us to take measured steps, reflect on outcomes, and then take the next leap forward. By appreciating the interconnectedness of things, we start recognizing the significance of systems, networks, and connections.

Specifically, the utilization of ABIs enhances strategic decision making. When ABIs become an integral part of your routine, they enable you to see the bigger picture and the interconnected nature of things. They amplify curiosity, prompting better questions and uncovering more possibilities. ABIs facilitate diffuse thinking, enabling you to forge more connections and make decisions that align with strategic intent.

In terms of talent management, ABIs foster teamwork, communication, and collaboration. They inject fun and enjoyment into the workplace, reducing stress and boosting resilience. ABIs also empower individuals to solve problems more effectively, enhancing employee engagement and reducing turnover. Moreover, they contribute to the development of leadership skills and core transferable skills such as communication and critical thinking, while nurturing personal growth.

Lastly, ABIs help individuals adapt to change, be it technological advancements or other shifts in the landscape. By bolstering resilience and adaptability, ABIs cultivate flexibility and curiosity, enabling employees to seamlessly incorporate new technologies and ideas into their work.

Does all of this sound like some sort of magical solution? Well, ABIs indeed possess these remarkable qualities and more. We have long underestimated the potential of our brains, focusing excessively on the analytical side while neglecting the importance of balance between analytical and creative thinking. It’s time to rectify this imbalance and unleash the full power of our minds.

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Bits and pieces of Radical KM News

This is all just an fyi…

I’ve started a regular column on KM/Radical KM at ReWorked, my first article is here https://www.reworked.co/knowledge-findability/its-time-for-radical-knowledge-management/

Also, the GfWM published another article of mine on Radical KM, it can be accessed here https://www.gfwm.de/dossier-kmessentials-radicalkm/

And I’ve been on a couple of podcasts in the last few months:

Thriving on Overload: https://thrivingonoverload.com/stephanie-barnes-radical-knowledge-management-power-art-tapping-intuition-building-curiosity-ep49/

WB-40 Podcast https://wb40podcast.com/2023/04/03/259-radical-km/

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ReWorked Column

I have started writing a regular column on ReWorked, my goal is to write 10 columns per year.

The first one was posted on April 5th and you can find it here: https://www.reworked.co/knowledge-findability/its-time-for-radical-knowledge-management/.

This first one is an introduction to Radical KM, and I will be sharing my thoughts on a variety of Radical Knowledge Management and Knowledge Management related topics over the coming months.

I hope you’ll subscribe and follow along on the journey.