How do IT and KM intersect in the KM process and how do they create efficiency for the organization?

Jane was in her office at Global Delivery Direct when she got a knock on the door and looked up to see President Rockfish. "Hi!", he said "I just wanted a quick word with you. It seems lately that everywhere I go I run into someone or a situation that reminds me of your memo on KM. I haven't forgotten it but I realized that a large component of your job is information collection and storage. Why can't the IT department handle this? Why do I have to have a whole department and a lot of new software?" President Rockfish brings up an interesting question!

Directions:

• As if you were Jane reply to Mr. Rockfish's questions. Be sure to include what the relationship is between technology and KM, how they differ, and why tacit knowledge capture is so problematic. Offer two methods to capture tacit knowledge that highlight the different roles between KM and IT in tacit knowledge capture. Use the SECI model to help illustrate those methods and roles.
• identified what activities go on in each quadrant of the SECI model that highlights the different roles/responsibilities of the KM and IT departments within each of those quadrants.
• We've already explained the SECI model to Mr. Rockfish and this will help him to better understand those differences and why GDD needs both a KM team and an IT team. As an example, consider what activities we'd expect the KM team to perform in the externalization quadrant: interviewing the person holding the tacit knowledge (like Dawn); reviewing those notes for clarity and then going back to her to ask more questions; checking with other existing explicit knowledge about the airplane purchasing process to ensure there are no conflicts between what she has said and established policies and more. Then, what would be the role of the IT department? Maybe loading the new documents into the GDD intranet? "Pushing" that new information to the appropriate airplane purchasing agents/CoPs?