Photographer Brian Skerry tells us that 90% of the big fish in the ocean have disappeared in the last 50-60 years. And most of us didn’t even have that context as we turned our eyes to the BP oil disaster in the Gulf of Mexico. It’s early June and there has already been a MEDEVAC of a worker with chemical poisoning. The leak may not be fully stopped until August. The effects of chemical poisoning in a human—according to CNN news—can last for more than a decade. We have no idea about the massive number of non-human lives lost. Oil and dispersal chemicals will be caught up in currents and spread well beyond the Gulf. And meteorologists are predicting a bad hurricane season.
Those of us who work with Knowledge Management (KM) know that BP has—or had—an exceptionally good reputation for work with knowledge as an asset. BP won the Most Admired Knowledge Enterprise award many times, and many KM publications draw from the years when Lord Browne was CEO. How can a company that developed such a high skill level be at the helm of such a disaster, apparently uncertain about everything from technical solutions to communication?
I can think of many hypotheses related to knowledge management and they are just that; I have no evidence. One has to do with the nature of the KM processes and tools BP developed and used, and those they didn’t.
I heard one of BP’s well-known KM experts present in 2003. He cited Lord Browne’s catalyzing quote: “Anyone in the organisation who is not directly accountable for making a profit should be involved in creating and distributing knowledge that the company can use to make a profit.” (In this post, I set aside the for-profit element). After the presentation I noted that almost all the focus had been on knowledge sharing and distribution through communities of practice, virtual teams, action reviews, and so on. I asked about the “creating” part of Browne’s knowledge equation. (At the time, we were very much aware of the limitations of knowledge sharing or transfer; it is part of the reason we have retained that awkward umbrella term of “knowledge management.”) Knowledge generation was not being ignored—he explained. It was an integral part of the peer assist process.
For those not involved with knowledge management, a peer assist is used to improve plans before they are put into action. Typically a team that has successfully completed a major project flies in to meet with a team about to undertake a similar project. By exploring the rich edge between experiential learning in another context and knowledge of the new context, valuable new knowledge can be created.
Yes, this is a great example of knowledge generation. But it is tightly bounded by the project mindset. Drilling for oil is a standard part of BP’s suite of activities. Capping a leak that could never happen from a rig that could never sink is not. Might the epistemic culture of engineering (would I be accurate in saying this kind of engineering is best with how, what and when questions?) restrict the possibilities for exploring different kinds of questions requiring knowledge generation?