| Summary: | Knowledge management is often viewed as a domain involving capturing, organising and retrieving information.This view of knowledge management is too neat and too simple to survive in the wilds of the workplace.Rapid adoption of knowledge practices today with little reflection of underlying human essence
is a rising concern.Organisation must realise that at its core, knowledge management relies on sound contextualised tacit contributions. Most knowledge elicitation techniques today have overly emphasised on contribution per se.The paradox is that while what an organisation needs is sound contributions, the focus should be elsewhere.This paper brings to light ingredients driven by one’s innate and intrinsic needs as enablers in the quest to elicit knowledge.Such needs
can and should be accorded by organisations
embarking on sincere knowledge management
implementation.These include the use of problem cases, bestowing recognition, fostering rights, preserving confidentiality and rewarding contributors.
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