Value knowledge management for multi-party conflicts: An example of process structuring

Abstract

Value knowledge management (VKM) comprises the process structuring required to make individual and/or group values explicit in a manner so that such initially tacit knowledge appropriately informs decision making. This paper presents a case in which VKM is used for structuring an organizational preparation process for a new and substantial initiative. Fundamental group conflicts exist with respect to this initiative and, more immediately, with respect to the extent of preparation envisioned. The relative importance of two key values is at issue: increasing human capital and reducing project costs. The case illustrates a three-stage approach to VKM and demonstrates how the articulation of group judgment policies, the development of a shared resource allocation model, and the application of analytical mediation can make a substantial contribution to organizational problem solving or opportunity seeking. © 2011 Springer-Verlag.