This paper draws from the experience of undertaking what has been termed 'knowledge management' work, and outlines the approach being taken, which has focused on the conceptual design of human processes. This paper presents a way of thinking about knowledge management as a set of processes involving (for example) (i) the human process to which human knowledge is applied (e.g. an 'operation' of some sort), (ii) the human process in which knowledge is encouraged to be developed (e.g. a course of study, application of techniques, thinking, reflection etc), (iii) a process of reviewing a the experience in problematic situation in order that learning can be derived (e.g. an 'after action review'), (iv) the integration of all the above processes which is in some way 'managed' and 'co‑ordinated' through the process of undertaking work as a 'knowledge manager'. The approach being taken assumes that it is the processes that are being managed, rather than the knowledge per se. The paper outlines the approach taken which draws upon the experiences, difficulties and anxieties of taking responsibility for a knowledge management initiative associated with the EU funded MEDFORIST project.