What is Knowledging?

Vision

Just as management is handled by managers, knowledging is handled by knowledgers.

This allows engineers to focus on engineering.

Introduction

Activities related to knowledge, such as tacit knowledge, knowledge sharing, and knowledge management, have been known for a long time but remain largely unorganized. In the era of generative AI, it's more important than ever to handle knowledge effectively.

However, handling knowledge is extremely difficult. It is not something managers or engineers can do off the side of their desks. A specialized role is indispensable.

Now that we've finally organized this, I'd like to share it with you. Please allow me to call the activity of handling knowledge Knowledging. It's a new domain that sits alongside layers such as engineering and management. Have a look below.

Activity	Role	Subject	Actions on Subject
Management	Manager	People	Engage, control, motivate
Engineering	Engineer	Software	Design, develop, operate
Knowledging	Knowledger	Knowledge	Verbalize, produce, enlighten

Knowledging is the third paradigm.

About This Article

We will summarize the overview of knowledging.

What is Knowledging?

What is Knowledge?

First, we must define "knowledge."

The definition is as follows:

• Knowledge refers to concepts expressed in a way that can be understood by third parties.

A mere definition might not be clear, so let's look at some examples:

• Examples of Knowledge:
  • Domain knowledge
  • Rules, processes, principles, and culture of organizations, teams, or individuals
  • Ways of working, thinking, and working styles
  • The presence and usage of tools, or the concepts that tools embody
    • 🐰 For example, the concept of "follow" in X is an idea that the tool X possesses
  • Academic disciplines, or theories that aren't as systematized as academic disciplines

This definition is likely broader than the "knowledge" you may have imagined, and that's intentional.

Typically, our understanding of knowledge tends to be quite narrow. For instance, while we have a tendency to rank knowledge, nobody can tell when or how knowledge might be useful to someone. Furthermore, many people see knowledge as the articulation of phenomena already proven to be valuable, but this is akin to only reading books that have made bestseller lists—it's limiting.

In knowledging, knowledge includes the following:

• It encompasses both tacit and explicit knowledge.
• It doesn't need to be verified.
  • 🐰 In other words, even concepts articulated only in theory count as knowledge. Of course, it's preferable if they are verified.
• It must be bleached.

Let's elaborate on bleaching. Bleaching implies that it can be disclosed externally. In other words, it should not contain confidential information. Engineers often publish blogs or documents openly, and these have undergone bleaching. Merely sharing within your organization doesn't suffice; it must be external—published on the internet where anyone can read it. In short, knowledge must be open.

To summarize, knowledge refers to concepts expressed to be communicated to third parties and capable of being openly published.

What is Knowledging?

Let's move on to defining knowledging.

Knowledging refers to handling knowledge. It comprises four steps known as V O S E:

• 1: Verbalization Step
• 2: Output Step
• 3: Share Step
• 4: Enlightenment Step

In the Verbalization Step, concepts are expressed in language. At this stage, casual articulation is acceptable. Knowledge at this point is "incomplete," leaving room for everyone to refine or use it as they wish—much like a Wiki.

Here are some important points about the verbalization step:

• It doesn't need to be converged; divergent thinking is fine.
  • 🐰 For example, "100 sticky notes filled with random thoughts on Miro" is acceptable.
• At minimum, there must be a clearly stated topic (title).
  • 🐰 Articulation without a title isn't articulation.
• If possible, include context.
  • 🐰 Context means background, premises, reasons, policies or strategies, and various resource constraints. The importance of writing context is well-known thanks to ADR (Architecture Decision Record) and design documents. Even when using generative AI, prompts with explicit context are essential—it's the same idea.

Next, the Output Step involves "formal articulation" or "toolification." The former refers to creating documents, while the latter involves making tools like software. Either way, knowledge roughly articulated in the verbalization step is used as a foundation for output (geniuses might start directly at the output step).

Following this, the Share Step involves publishing the articulated or produced knowledge. Yes, you may publish knowledge that is merely articulated and not yet produced—this is even recommended to expedite knowledging. This casual sharing of knowledge to facilitate communication is called Knowledge-Based Communication.

Let's return to the concept of publishing. Notice the emphasis on making it available for anyone to access at any time. Traditional or closed organizations often say things like:

I'll answer if asked, so we share information and are open and flat.

That's incorrect—such a stance is merely transmission. Sharing means publishing, open to anyone. This is essential in knowledging.

Finally, in the Enlightenment Step, opportunities are created to teach the knowledge that has been shared. These opportunities can be study sessions, workshops, teaching or coaching, 1on1s, office hours, asynchronous Q&A, etc., but you should just create the opportunities. Whether to use them or not is up to the recipients of the knowledge—do not force them, as we will explore below.

What is a Knowledger?

A specialist performing knowledging is called a Knowledger, but the application of knowledge falls outside a knowledger's scope.

A knowledger focuses solely on the aforementioned VOSE, as dealing with knowledge is highly creative. Managers, leaders, or those in appropriate roles should apply the knowledge. Of course, using a knowledger in the application process is fine.

Put differently, applying knowledge essentially requires authority or trust. A knowledger alone doesn't possess such power; they perform VOSE but not the exercise of power. The application should be left to traditional roles that hold power.

Breaking Down the Knowledger

Beneath the role of knowledger, there exist specific sub-roles:

• Knowledger
  • Knowledgineer
  • Knowledge Writer
  • Catalyst
  • Knowledge Architect

Some kdeledgers are 100% Knowledgineers or Catalysts, while others may be hybrids, such as Catalysts who can also be Knowledge Writers—and some can do it all.

Let's explore each role.

Knowledgineer

A Knowledgineer (Knowledgineer) is a knowledger who engages in toolification during the output step, for example by creating software. Note that we abbreviate as Knowledgineer to distinguish from the existing term 'knowledge engineer'.

A Knowledgineer can be seen as a software engineer with a blend of knowledger traits. It doesn't matter whether they're infrastructure engineers, system engineers, or SREs. In output, they move away from verbalization, instead creating tools. In short, they express "knowledge" through tools.

Knowledge Writer

A Knowledge Writer is a knowledger who engages in formal articulation during the output step by creating documents.

This role is likely the most straightforward among knowledgers. While a Knowledgineer might escape verbalization by shifting to toolification, a Knowledge Writer confronts it. They achieve articulation at the document level.

Long, precise manuals or legal texts are not the goal. A knowledger's true nature lies in creating and sharing knowledge and enlightenment. Creations must be easy to produce, share, and teach. It's more a form of concept engineering than just writing. A Knowledge Writer is also extremely creative.

Catalyst

A Catalyst is a knowledger that facilitates the circulation of knowledge within and outside the organization.

Here, the organization refers to the unit you belong to, such as a team, department, division, company, and so forth. It cascades hierarchically and does not extend beyond the company. If the team is easier to conceptualize, think of it as within and outside the team.

Catalysts don't create knowledge directly (via verbalization or output), but they do transport knowledge. The concept of a catalyst has appeared in books like "The Deadline" and "Peopleware," connecting people. Similarly, in knowledging, a catalyst moves knowledge from person to person, bringing external knowledge internally and externally sharing internally generated knowledge.

Being a Catalyst is a challenging job. Knowledge—essentially "concepts expressed in language"—is inherently difficult to convey. Yet, you must work to ensure it gets used or discussed somehow. You also need deep understanding of the knowledge you handle. A Catalyst may not create knowledge, but they certainly explain and convey it. It's demanding work.

Knowledge Architect

A Knowledge Architect is responsible for composing and presenting the overall framework to facilitate knowledging within an organization. Often, they also hold accountability for understanding and explaining the current state.

In other words, they act as the architect overseeing a Knowledging Project. A Knowledging Project involves activities aiming to implement some aspect of knowledging properly within the organization. Just as there are strategies and structures for software and management, knowledging also requires organizational strategies and frameworks. When done organizationally, a bird's-eye view is indispensable, alongside deep insights into knowledging.

A critical point to note is that Knowledging Projects aren't customer-facing. They are about improvement or investment related to your team, department, division, or company. Thus, a Knowledge Architect does not need the ability to fulfill external accountability. Instead, focus should be on applying insights and collaborating internally for effective knowledging.

How Knowledge is Beneficial

We have outlined knowledging, knowledge, and knowledger roles thus far. So what value does creating and conveying knowledge hold? How is it beneficial?

Ans: It aids in improving methodologies.

First of all, human beings are not inherently rational, although tasks achieve better outcomes when approached rationally.

Rationality shouldn't be confused with capitalist exploitation or dedicated labor. It means producing optimal performance, considering human nature—or put differently, to continuously maintain the best condition and performance.

Consider work styles, for instance:

• A: A team where everyone is required to show up daily for the same hours
• B: A team using remote work and flexible hours, comprising morning larks and night owls, hard workers, and light workers (no overtime)

Which is more rational—A or B? While situationally dependent, B is usually more rational as it accommodates human diversity. Requiring heavy workloads like A may produce outcomes, but it's akin to slavery.

For rationality to work, hence, how can B be made possible?

Concepts. Rationality consists of methodologies composed of concepts. By understanding and mastering concepts, one can be rational. Without grasping and applying this essence, organizations operate primitively like A. In such setups, only a select few excel, leading structurally to power dynamics, bottlenecks, and politics. Ultimately, ventures devolve into like-dislike struggles, fueling trivial political battles. You've likely experienced this frequently, possibly even suffering from it currently.

Knowledging precisely brings focus to these concepts. Knowledge is about concepts. Just as language enables human rationality, concepts enable human rationality.

In other terms, rationality is constructed by methodologies, which in turn are constructed by concepts. By adopting a concept-centric viewpoint, one can manipulate rationality through concept manipulation. Customizing rationality through concept tweaking is possible.

Modern times are termed VUCA, characterized by unpredictability and rapid changes. They're also about DEIB, demanding inclusivity while ensuring cohesion—challenging indeed. You can't tackle these with primitive operations but through rationality, with knowledging becoming an invaluable tool. It's the third domain that neither management nor engineering can cover.

Conclusion

In this article, we've organized the perspective of the third domain, "Knowledging."

Knowledging involves crafting and conveying concepts that communicate to third parties. This professional role is known as Knowledger, sub-divided into Knowledgineers, Knowledge Writers, Catalysts, and Knowledge Architects. Just as engineers create software to communicate, knowledgers create knowledge for communication.

Stay tuned to my account as I introduce initiatives and outputs as a knowledger. I hope to convey that knowledging is valuable and exhilarating too! Enjoy, and see you next time.