Manage knowledge and creativity in an organisationWhat would you prefer, to investing in a Knowledge Hantera kunskap och kreativitet i din organisationManagement System or Crisis Management? Since when Factor X strikes the organisation either is prepared with the right knowledge or otherwise a crisis is waiting around the corner. I guess your answer is directed on to manage knowledge and creativity, if so, then continue reading.

Four foundational components

The foundation of the knowledge management system that is described is characterised by openness and diversity for distribution, learning and development on the platform. Because all relevant knowledge should be available for everybody in the whole organisation. This in order to increase the engagement for organisation’s operations in general and contribute to its development in particular. The knowledge management system consists basically of four foundational components.

1. Intelligence editorial unit with an operational “storyteller”
2. Content development with internal and external experts
3. Digital library with courses and books
4. Support for component 1-3

Besides, distribute knowledge that is adapted to organisation’s prerequisites and create engagement the platform should contribute to one more effect. To find its origin we have to travel back in history, all the way back to the Renaissance in Italy.

The Medici-effect

The Medici-effect has its origins from the strength of openness and diversity. In the15th Century in Florence an explosion of creativity and innovations appeared.  This development forms the beginning of the Renaissance. Artists, Scientists, Poets, Entrepreneurs, Philosophers and Architects were brought together and created revolutionising dynamics with economical support from the Medici-family. The ground-breaking discoveries and innovation that this environment produced not only improved life but also set the philosophy of humanism in motion.

The foundation to manage knowledge and creativity

Creativity and innovations with this description in mind have its growing-ground in intersections between at first glance incompatible phenomenon. Today’s clusters between companies and universities and public administration e.g. can be seen as a direct result of the Medici-effect. However, these clusters all too often have major deficits on two critical points. The control of the creative process is too hard and the selection of the participants with the same competence is too common. This produces a profound problem. Since it is in the intersections between different areas of knowledge and competence as well as different geographical and cultural perspectives where often pioneering innovations and other innovatory development is hidden.

Written by
LarsGöran Boström©


We can help you create this from our platform Storyteller on eLearningworld with our services Storyteller PublishingLab and Storyteller On Demand, as well as Storyteller for Business, please contact us for more information about the services.