Art Schlussel posted his views on knowledge management (KM) certification in a LinkedIn conversation here:
This was my reply:
It’s interesting how some KM questions–including certification–keep cycling around year after year.
Statements such as “rigorous standards to be considered true ‘certification’ programs” frequently come up. We might make some progress by digging into these statements more.
We all know that KM work is highly contextual and wrapped up in the complexities of human and social systems. Yet we either cling to the hope of a 2+2=4 kind of approach in education, or we elevate ourselves to the bleeding edges of new sciences where we hope for some version of a scalable Theory of Everything. Neither works for a typical practitioner.
In 2000, when we were planning the graduate degree in KM at Royal Roads, the advisory board members wanted (rightfully in my view) to emphasize human and social elements of the field. There were technically focused elements, but they were positioned as flexible, responsive and driven by context. Fortunately at that time, the university had a list of institutional abilities, which ideally permeated all programs and courses to guide instructors and the evaluation process. These included themes such as critical thinking, the ability to work in diverse groups and communication skills. All courses bridged theory and practice; several assignments were learner-designed to fit with their professional contexts.
We did not hit the $/# goals (which were better suited to more mainstream programs such as leadership) and the program was dropped (one more person will probably graduate). However, there was some amazing learning, growth and exciting progress with projects in the real world.
Initially, the approval body that oversaw university degrees gave permission for an “MKM” professional degree, but we asked this be changed to an MA in KM because several learners wanted to move into related doctoral work.
This may sound like the kind of thing you are working towards or encouraging. But at the same time, I saw it as very different than certification. We spent much more time on “why” and a range of “how”s than on checklists of processes with reasonable predictable results. When I hear the word “rigor” I always wonder if the speaker or author is thinking of rigor in a quantitative, positivist kind of way (objectivity, scientific method, transferability to other contexts…), or whether qualitative measures of rigor (such as trustworthiness, reflexivity and prolonged work with clients/participants) are being considered instead or as well.
Perhaps we avoid these conversations because they can create a sort of hierarchy of practitioners (reflexive better than efficient; technical better than social; organic better than mechanical…or vice versa)?