Most knowledge management programs expend great energy on improving the supply of knowledge, while leaving demand to take care of itself. Unfortunately, the demand side is often the more serious problem. Thus, what enables the transfer of knowledge in the photocopying story at the start of this chapter is the desire of the technician to hear the users' story. He insists on hearing it directly from the users to avoid distortion. Similarly the surgeon dealing with the newborn infant in danger of dying from a blocked windpipe learned the trick of looking for air bubbles by asking the paramedic how he managed to get the tube in. In those cases, the people who possessed the relevant knowledge ...

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