Developing a Formal Navy Knowledge Management Process

Prepared for: Chief of Naval Operations, N1Organization tacit and explicit knowledge are required for high performance, and it is imperative for such knowledge to be managed to ensure that it flows rapidly, reliably and energetically. The Navy N1 organization has yet to develop a formal process for knowledge management (KM). This places N1 in a position of competitive disadvantage, particularly as thousands of people change jobs every day, often taking their hard earned job knowledge out the door with them and leaving their replacements with the need to learn such knowledge anew. Building upon initial efforts to engage with industry and conceptualize a Navy KM strategy, the research described in this study employs a combination of Congruence Model analysis, Knowledge Flow Theory, and qualitative methods to outline an approach for embedding a formal Navy KM process. This work involves surveying best tools and practices in the industry, government and nonprofit sectors, augmented by in depth field research to examine two specific Navy organizations in detail. Results are highly promising, and they serve to illuminate a path toward improving Navy knowledge flows as well as continued research along these lines.Chief of Naval Operations, N1Chief of Naval Operations, N1.Approved for public release; distribution is unlimited