With most firms now engaged in, or planning, some form of knowledge management programme, it is perhaps a good time to reflect on some myths and principles in an effort to increase the chances of success for these investments. Success in knowledge management programmes has proved elusive in many implementations, in many cases because of flawed beliefs arising from the language of knowledge management itself.
To a lawyer, knowledge is the sum or range of what has been perceived, discovered, or learned: management means to control or to organise. Both are familiar and unremarkable terms.
