The views expressed in this article are those of the author and do not necessarily represent the views of the United States Army, Department of Defense, or the U.S.. Government. Dr. Robert E. Neilson is the Knowledge Management Advisor to the Chief Information Officer, CIO G-6, United States Army. The author would like to thank James Langmesser, Calibre Systems for his insightful comments on this paper
2.
A knowledge-enabled force assumes that individuals with good ideas or practices are encouraged and rewarded for sharing their intellectual capital across the enterprise and that others “who need to know” use or leverage it for tactical or strategic advantage. “Knowledge-enabled” exceeds notions of a data-driven or information-driven force aided by information technology. A knowledge-enabled force becomes reality when information is put into context and is a made actionable and is shared across the enterprise in socially driven networks thereby helping meet mission objectives
3.
For purposes of the U.S. Army, knowledge management is a discipline that promotes an integrated approach to identifying, retrieving, evaluating, and sharing an enterprise's tacit and explicit knowledge assets to meet mission objectives. The objective is to connect those who know with those who need to know (know-why, know-what, know-who, and know-how) by leveraging knowledge transfers from one-to-many across the enterprise. The definition is organizationally agnostic and could be used with virtually any organization
4.
DenningS., “The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations” (Butterworth-Heinemann, 2001); D. Snowden, “The Paradox of Story: Simplicity and Complexity in Strategy,” Scenario and Strategy Planning 1 (no. 5, November, 1999): 16–20
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Rear echelon m—–f—ers. Term originally used in WWII
