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50 Chapter 2

Finally, there are too many potential ways to apply the knowledge to list exhaus-
tively. Some examples include:
• Use established knowledge to perform a routine task, for example, make standard
products, provide a standard service, or use the expert network to fi nd out who is
knowledgeable about a particular area.
• Use general knowledge to survey exception situations at hand, for example, deter-
mine what the problem is and estimate potential consequences.
• Use knowledge to describe situation and scope, for example, identify the problem
and in general how it should be handled.
• Select relevant special knowledge to handle the situation, for example, identify who
you need to consult with or have address the problem.
• Observe and characterize a situation with special knowledge, for example, compare
with known patterns and history, followed collecting and organizing the required
information to act.
• Analyze situation with knowledge, for example, judge whether it can be handled
internally or if outside help will be required.
• Synthesize alternative solutions with knowledge, for example, identify options,
outline different approaches that may be taken.
• Evaluate potential alternatives using special knowledge, for example, determine risks
and benefi ts of each possible approach.
• Use knowledge to decide what to do, for example, rank alternatives, select one and
do a reality check.
• Implement selected alternatives, for example, execute the task, and authorize the
team to proceed.
When knowledge is applied to work objects, routine and standard tasks are
approached in a different way from diffi cult or unusual tasks. Routine or standard
tasks are typically carried out using compiled knowledge that we can readily access
and use almost unconsciously or automatically. Diffi cult tasks are usually performed
in a more deliberate and conscious manner, since knowledge workers cannot use
automated knowledge in unanticipated situations.
Figure 2.10 summarizes the key activities in the Wiig KM cycle.
One of the major advantages of the Wiig approach to the KM cycle is the clear and
detailed description of how organizational memory is put into use in order to generate
value for individuals, groups, and the organizational itself. The myriad of ways in
which knowledge can be applied and used are linked to decision making sequences