Knowledge Management in Crisis and Change

This paper deals with how knowledge management plays a central role in moving through organizational transformation and crises. We will start with exploring knowledge management (KM) and then explore data turning into information, knowledge, and then to wisdom. Then the paper goes deeper into knowledge management procedures creating, archiving, sharing, and utilizing. We will examine other models for knowledge conversion within KM and its application in crisis response and change management, including the decision execution cycle and the SECI (socialization, externalization, combination, and internalization) model. Identification of knowledge gaps, bridging those gaps, categorization of types of knowledge, and knowledge situations are covered. We then discuss change management in terms of its tie-in with KM. We explore knowledge conversion models and approaches to successful change. Going a step forward with the discussion, it is worth contemplating the characteristics of change, organizational attributes, and groups affected while adopting change management strategies. In this regard, the relationship between KM and change management has received the utmost importance wherein we have been able to demonstrate how effective KM practices can enhance an organization’s ability to prevent, navigate through, and even learn from crises. At last, paper concludes in a forward-looking proposal, ‘Biomorphic Quantum-Inspired Adaptive Networks for Crisis Evolution’ or BioQUANCE—in other words, a hypothetical specification of what future generation KM systems might be that exploit neuromorphic computing, biomimetic AI, and quantum-inspired algorithms to extend organizational adaptability into highly complex and unpredictable environments.