This article discusses a phenomenon that has developed in recent years, but receives little exposure in conferences and discussions: the Decolonization of Knowledge Management.
To be clear, the intention is not to persuade readers toward one approach or another, but rather to expose readers to different perspectives and approaches to Knowledge Management, and perhaps, as a result, to adopt practices that will advance the preservation and sharing of knowledge in the organization in which they operate.
What is the Decolonization of Knowledge Management?
Here is a step-by-step explanation:
Colonization is a process in which one group dominates another in culture, commerce, society, etc. The term originates from Western countries’ taking control of other people's territories, turning them into colonies, and, in the process, also taking control of the colony's inhabitants "spirit.”
Decolonization is the reverse process, a process of liberation from the bonds of domination; a process of pluralism, which revives populations and perceptions previously excluded or boycotted by the ruling entity. This liberation process was common in broad decolonization movements that appeared in the 20th century, when states under European colonial rule sought independence. These movements emphasized the need to challenge the dominance of Western ideologies, practices, and knowledge systems imposed on them under occupation.
Decolonization of Knowledge Management, therefore, is liberation from dominant perceptions of respected knowledge models and from treating formal information in the organization as the only truth.
What is required to implement the Decolonization of Knowledge Management?
Decolonization of Knowledge Management is a transformative approach that values and integrates diverse knowledge systems.
This process challenges the dominance of existing knowledge models, questions the assumption that "Western" knowledge is superior or universal, and emphasizes the importance of local, indigenous knowledge systems that are not derived from dominant perceptions.
Decolonizing Knowledge Management aims to create a more equal and inclusive knowledge space that respects and recognizes, at the global level, the contribution of all cultures and communities and, at the organizational level, the contribution of all organizational layers, regardless of seniority or status.
Implementing such an approach requires critical thinking ability, a change in perspective that allows adopting a viewpoint where knowledge is considered a pluralistic and multidimensional concept, not a monolithic entity. Recognition that oral traditions, experience-based knowledge, and local wisdom are legitimate sources of knowledge.
Implementation in Practice
Practically speaking, we need to leave no stone unturned, challenge and readjust traditional Knowledge Management processes while asking ourselves how to ensure that:
Each of the organizational knowledge forms receives respect and priority:
Local knowledge in a global company
Knowledge of an acquired company, in the case of a merger or takeover
Team knowledge, in the case of a centralized manager
Knowledge of young/new employees in a place where there are veteran employees whose perceptions dominate
Knowledge documented in local repositories, in a place where there are leading central repositories
And more.
Oral traditions, experience-based knowledge, and individual wisdom are legitimate knowledge sources.
Global models are considered according to their local relevance, not their "primacy."
There is equal access to knowledge for every group, whether important or marginalized.
Examining Nonaka's and Zeleny's Theories Through the Lens of Knowledge Management Decolonization
The decolonization movement challenges the SECI model by integrating diverse knowledge systems beyond the traditional tacit and explicit knowledge dichotomy. Although it is an "Eastern" rather than a "Western" model, in this context, it can be regarded as the dominant model worthy of challenge. And this criticism may encourage a reassessment of Nonaka's work.
Rethinking Nonaka through the lens of decolonization can lead to a more comprehensive understanding of knowledge creation processes, such that, for example:
Everyone's knowledge is recognized, not just by the expert from whom we learn.
The "gray shades" of knowledge are recognized, not just the tacit (subconscious) and explicit (for example, implied knowledge).
On the other hand, Zeleny's theory is inherently in the spirit of decolonization. Zeleny argues that humans create or acquire knowledge through interactions with other people or through experiences they undergo, and not necessarily by applying fixed rules in an objective world. This concept of action fits well with the decolonization efforts of Knowledge Management. Incorporating non-dominant perceptions can enrich the conceptual framework to better reflect the dynamic and specific nature of knowledge creation in diverse cultural contexts.
Hence, Zeleny's multidisciplinary approach already challenges traditional "Western" paradigms. However, decolonization can deepen this further by emphasizing the importance of integrating multiple knowledge systems and valuing local and indigenous knowledge equally.
Nonaka's SECI model and Zeleny's system thinking provide structured approaches to capturing, sharing, and integrating tacit knowledge, which is vital to supporting decolonization goals. Organizations can create more inclusive and effective Knowledge Management methods by fostering mutual learning, documenting and preserving diverse knowledge systems, and promoting holistic understanding and dynamic adaptation.
What is the Impact of Artificial Intelligence on the Decolonization Approach to Knowledge Management?
In my view, this is a fascinating question because Artificial Intelligence, especially the generative models, can be an accelerator of Knowledge Management decolonization processes on the one hand, and an obstacle to it on the other. It all depends on how tools are developed, trained, implemented, and used.
Artificial Intelligence can accelerate and support the process of Knowledge Management decolonization in many ways; here are several examples:
Reducing information barriers: Natural Language Processing (NLP) systems allow users to access personalized knowledge without intermediaries. Additionally, AI can simplify complex information and enable convenient searching, thereby increasing knowledge sharing.
Knowledge decentralization: Instead of relying on centralized knowledge experts or leaders, AI creates completely decentralized knowledge repositories.
Recognition of "community" knowledge: Users' dialogues with AI tools lead to expanding overall perspectives beyond the documents and content used to train the AI tool initially. This empowers knowledge created “bottom-up”.
On the other hand, Artificial Intelligence can perpetuate existing structures, which, according to the decolonization approach, tend toward an industrialized, “Western”, and inherently centralized world. The main difficulties:
Biases in language models and databases: Most AI language models are trained on Western information in English (or other dominant languages in the Western world), which undoubtedly leads to favoring a Western viewpoint over traditional knowledge.
Control by large technology companies: Giant technology companies like Google, OpenAI, and Meta own the infrastructures that operate AI repositories and models. They constitute a significant centralizing force that hinders knowledge decentralization and prevents equal access. Moreover, commercial models may prefer information that yields profits over other information.
As we already see in every area of Knowledge Management, Artificial Intelligence is perceived as a "dual" force, both supportive and harmful in the decolonization approach to Knowledge Management.
Optimistic Summary
The decolonization approach to Knowledge Management is an important step, some would say even essential, for creating more equitable and inclusive global knowledge frameworks. Proponents of the approach argue that by valuing and integrating diverse knowledge systems (technological and methodological), there will be an opportunity to enrich collective understanding and solve complex challenges holistically and culturally sensitive.
The decolonization process requires ongoing dialogue and collaboration among all players in the field. The entry of Artificial Intelligence into the Knowledge Management arena can empower processes of organizational knowledge decentralization. Moreover, given that traditionally, organizational Knowledge Management relies on central components, which are content, technology, processes, and culture, the decolonization approach strengthens the cultural component. It gives additional importance to the human element.
The value of knowledge built "bottom-up" rather than dogmatically imposed "top-down" is already clear to everyone. The fact that many organizations are adopting "storytelling", "knowledge cafés", establishing professional knowledge communities, and exposing tacit knowledge as structured methodologies for knowledge preservation and sharing, suggests that perhaps, as we read these lines, a process of Knowledge Management decolonization is already taking place in organizations without labeling it as such...
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