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Managing knowledge is a challenge. Leaders must have a clear idea of what to manage. Lack of knowlede about knowledge can create serious frustrations and result in a misguided organisation.

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Ultimately a complex adaptive system works in a way, which aid learning and can as such be regarded as a learning system. When complex adaptive systems interact they form a co-evolving supra-system (Stacey, 1996) and, in a sense, they learn how to manage their future navigation. Complex adaptive systems are omnipresent in the natural world, and as humans we too are a part of nature and human interaction constitute the setup up of such systems.
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Strategy: 
If organisations only knew what they know

Organisations know more than they know. Knowledge is often portrayed as an objective phenomenon that appears on two levels. On one level, it depicts the interplay among individuals; on the other, it depicts the degree of interaction between individuals and their environment. In some fields of knowledge management, there is an idea that knowledge can be captured, stored and distributed.
  • Knowledge is considered an important part of an organisation’s ability to create and sustain competitive strategic advantage.

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  • Capacity to create and utilise knowledge is the most significant source of an organisation’s readiness in order to protract their competitive advantage.

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  • Knowledge can be seen as an object that is independent of individuals and becomes a part of a system or as Brown and Duguid put it “a community of practice”.

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