The SRA Symposium - College of Medicine

Author’s Note:
Peer-to-Peer Discovery: Beyond Knowledge Management
Michael Whitecar
mikewhitecar@hotmail.com
This paper is an ongoing evolution of gaining an understanding of human interaction with technology
beyond knowledge management. Presented through a case study approach, the historical
references referred to within are based on my own experiences over 18 years.
Abstract:
There are many similar situations where organizations have claimed to tackle knowledge management
through the installation of an enterprise software solution providing the capability to capture
and transfer knowledge using a web browser enabling “water cooler” effects of centralizing casual
office conversation. A centralized and one size fits all approach limits the ability and capacity to
capture and share knowledge instantaneously at the point of creation. Time, fluidity, and human
flow are of the essence in an era that no longer requires a physical presence of communication.
Virtual employment, ease of travel, and the multitude of electronic capturing devices create new
challenges that prohibit a single point of execution and force a new discipline of searching techniques.
This paper introduces a concept called Peer-to-Peer Discovery that engages forthcoming
contributors in discovering new knowledge, promoting collaboration, and reaching out to existing
information collection points. The concept circulates a flow of conversation or document establishment
from a multitude of existing interfaces, weighs and learns the context, and automatically
seeks others with similar interests or objectives. Exponentially, just-in-time knowledge is created
from these newly established relationships, and is routinely circulated attaching new members to
its core and spinning off other topics of interests.
Introduction
Papers
There are many similar situations where organizations have claimed to tackle knowledge management
through the installation of an enterprise software solution providing the capability to capture
and transfer knowledge using a web browser enabling “water cooler” effects of centralizing casual
office conversation. Increasing numbers of newly appointed Chief Information Officers (CIOs), or
in some cases Chief Knowledge Officers (CKOs), are tasked by their senior management with creating
knowledge workers or initiating a knowledge management programs. A common approach
to responding to management is to first seek technology that will address the requirements.
Aware of many of those seeking knowledge management programs, an increasing number of
software vendors are ever so present just when you need them with their products full of so called
proven technical solutions. The vendors understand who the new CIOs/CKOs are and understand
how they spend money. They present a variety of pricing models, a selection of menu items, and
if a requirement is not currently developed, they can have it built. Anxiously waiting to secure
an early win, stories are told over and over of CIOs/CKOs pursing this routine and often traveled
path. The one thing that is always missing from every business case and presentation is the human
element. How have humans interacted with technology? How have they interacted with transferring
knowledge when at one time, and often still is, knowledge is power.
Every new software installation starts with a level of excitement as the “techies” are eager to try
something new, the CIOs are hoping to secure a win, and management, well, if they are behind the
new initiative, are on the side lines just hoping all goes well with the rest of the organization. Once
the excitement wares off, the solution may begin to dwindle. The most common reactive steps are
2005 Symposium Proceedings Book 269