I think that a missing component in the corporate literature on knowledge management, and for that matter the management literature, is discipline. It seems that as a society we are afraid of discipline because it conjures up images of corporal punishment. Yet I would say to you that ‘discipline is not a dirty word’! Indeed, in 1918 one of Australia’s most famous generals and citizens – Lieutenant General Sir John Monash - captured the meaning of discipline very well. He said:

“Discipline is, after all, only a means to an end, and that end is the power to secure coordinated action among a large number of individuals for the achievement of a definite purpose”.

A subtle tweak provides a pretty good working description of the intent of knowledge management –

“Knowledge management is, after all, only a means to an end, and that end is the means to secure coordinated action among a large number of individuals for the achievement of a definite purpose”.

Discipline is not about punishing people, but rather about engendering the right culture and skills, so that things are done at the right time, in the right place, to the right quality, and using the right processes, all with limited assistance. That said we should not be afraid of holding people to account, and to discipline them appropriately if necessary.

Following standard processes is a discipline, and requires discipline. It allows freedom of movement and decision knowing the base is solid. It requires individual discipline and commitment to follow a process that one may not completely agree with, or to use corporately-supplied tools that may not be intuitive to them. It is an individual discipline to think about the corporate need and share knowledge in the first place.

Discipline does not mean that people are not free to criticise or to do things as they see fit - the right to criticise is one of the foundations of improvement. However, when deviation from the norm occurs then reasons and approval should be provided, always remembering the paradigm that it is easier to ask for forgiveness than permission. That said when acting outside the norm one must do so with skill and a complete understanding of why it is necessary to do things differently. To do otherwise is a mark of a lack of discipline.

Discipline does not require a hands-on approach by managers and leaders, but it does require that managers and leaders remain connected. Discipline starts at the top. It is a given that executives must maintain discipline in their own actions. Only then they can expect discipline from their staff. In this case it is a matter of ‘doing as we do’.

Technological discipline is required so that the organisation does not constantly see the technological silver bullet . That is not to say new technology shouldn’t be considered. Rather it requires a compelling business case, proper and complete implementation, and a training program.

For me discipline in a knowledge management initiative is key – it matters!

Regards Graham