Resources to pull from--I will post things I feel are relative to the foundation of competencies. These so far are US Army artifacts.

6-75. Knowledge management is the art of creating, organizing, applying, and transferring knowledge to facilitate situational understanding and decisionmaking. Knowledge management supports improving organizational learning, innovation, and performance. Its processes ensure that knowledge products and services are relevant, accurate, timely, and useable to commanders and decision-makers.
Knowledge management has three major components:
  • People—those inside and outside the organization who create, organize, share, and use knowledge, and the leaders who foster an adaptive, learning environment.
  • Processes—the methods to create, capture, organize, and apply knowledge.
  • Technology—information systems that help collect, process, store, and display knowledge.
Technology helps put knowledge products and services into organized frameworks.
6-76. Knowledge management enables commanders make informed, timely decisions despite the uncertainty of operations. It enables effective collaboration by linking organizations with Soldiers requiring
knowledge. Knowledge management enhances rapid adaptation in dynamic operations. Analyzing and evaluating information creates knowledge. Since a wide range of knowledge might affect operations, the
commander’s information requirements may extend beyond military matters. Defining these requirements is an important aspect of knowledge management. Commanders define their information requirements with their CCIRs. The CCIRs focus development of knowledge products. (See FM 6-01.1 for a discussion on knowledge management.)
6-77. Commanders and staffs assess knowledge management effectiveness by considering whether it lessens the fog of war. Knowledge management narrows the gap between relevant information
commanders require and that which they have. Developing a knowledge management plan enables leaders to—
  • Address knowledge and information flow.
  • Develop criteria for displaying the common operational picture.
  • Access and filter information from sources normally found outside the military or the organization.
  • Support developing situational awareness and situational understanding.
  • Enable rapid, accurate retrieval of previously developed knowledge to satisfy new requirements.
  • Route products to the right individuals in a readily understood format.
  • Keep information from overwhelming commanders and staffs.
6-78. Staff responsibility for knowledge management begins with the chief of staff. Depending on the complexity of the situation, it may require dedicated personnel.

(Army FM 3.0)

Socially, “[the millennials are] the ‘Babies on Board’ of the early Reagan years, the ‘Have You Hugged Your Child Today?’ sixth graders of the early Clinton years, and the teen contemporaries of Columbine. They are the children of the No Child Left Behind Act of 2001 and the first generation to grow up in the post 9/11 world.”44 Their structured lives included parents shuffling them from one activity to another all under the watchful eyes of teachers, coaches, tutors, and music instructors. Wide-ranging child protection laws and safety products that came out of the 1980s have made millennials one of the most sheltered generations. Consequently, they have emerged as a tolerant, pragmatic, ambitious, and optimistic group. They believe themselves to be influential and unique. They are familiar with all things digital, having grown up immersed in computer games, MP3 players, DVDs, digital video recorders, cell phones, and the Internet.45 Their values are not constant, but are variable according to the exigencies of the moment. Their perception of right and wrong will probably differ from their leaders. The majority of high school students freely admit to lying, cheating, and stealing, yet see nothing wrong with their ethics and character.46 These factors if left unchanged will have a major impact on future recruiting and training policies.
TRADOC Pam 525-3-7-01 Page 41
The information, knowledge, and communications revolution will continue to accelerate. Moore’s Law (whereby, the number of transistors on a chip doubles about every two years), or variations thereof, will hold true for another 20 years.176 Future information, knowledge, and communications systems will greatly speed data flow and contribute to global connectivity and interconnectedness. As a result, there will be a major shift away from nation-states controlling or protecting information. Networks will expand exponentially, making it easier for groups and individuals to share information rapidly. There will be tele-everything: tele-conferencing, - shopping, -working, -schooling, and -playing. Other materials and methods will surpass the limits of silicon-based processing. Bio-enabled computing power can facilitate mind-mapping techniques to enhance significantly the efficiency and effectiveness of computer-assisted decisionmaking. Pervasive information, combined with lower costs for many advanced technologies, will result in individuals and small groups having the ability to become superempowered.
TRADOC Pam 525-3-7-01 page 173


1-26. The following principles represent the most important factors affecting the conduct of effective KM. They are not a checklist. Rather, they summarize the characteristics of successful KM efforts. Knowledge managers consider them in all situations; however, the principles apply differently, based on the factors present.


1-27. Information captured in digital form, on paper, and in pictures generally tells "what" and "why," but not "how." KM facilitates the transfer of the "how" in the form of tacit knowledge. Tacit knowledge resides in individuals. It includes experience and expertise gained from operations and training, learned nuances and subtleties, and work-arounds. Mental agility, effective responses to crises, and the ability to adapt to change are also forms of tacit knowledge. This knowledge form is the domain of individuals, not technology.


1-28. Technology enables social interaction by providing access to people, storage, and online knowledge transfer. However, KM does not require technology. Learning, teaching, coaching, and mentoring occur just as easily, and often more effectively, in face-to-face exchanges.


1-29. Knowledge shared is power. The concept of hoarding knowledge to make one indispensable benefits no one. Improved organizational effectiveness, operational processes, and decisionmaking are what give knowledge its value.


1-30. KM transcends hierarchy and boundaries. By enabling knowledge integration and improving collaboration, KM breaks down stovepipes and enhances situational understanding. KM employs standard processes and best practices focused on organizational effectiveness and improved decisionmaking.


1-31. Knowledge creation depends on knowledge transfer from those with expertise. KM focuses transferring tacit knowledge between individuals, teams, and units through collaboration. It makes stored explicit knowledge more easily and readily available to more people and organizations. It contributes to integrating lessons learned during operations by organizations in all ARFORGEN phases.


1-32. KM contributes to developing learning organizations by integrating informal learning, organizational learning strategies, and KM capabilities. Much learning comes from individuals’ initiative in self- development and study. Thus, fostering learning begins with promoting initiative and innovation. It also involves encouraging knowledge transfer during interaction and collaboration. Fostering learning produces organizations and Soldiers able to learn faster than enemies and adversaries do.


1-33. One of the principles of mission command is encouraging trust and mutual understanding. Successful KM depends on willingness to share knowledge so that others can benefit. This sharing contributes to building an environment of trust and mutual understanding. In this way, effective KM aids mission command. FM 6-01.1 KM