Here we introduce the thinking behind the organisation’s different approach; non-managed knowledge, or the indirect management of knowledge. The paper addresses a philosophical argument about the nature of knowledge and the way we use it and this argument is supported by a case study of the organisation and quantitative results from the company’s own records.

We argue that the management of knowledge itself is not a cost effective exercise, as knowledge is such a complex phenomenon, inextricably bound with individual biographies and circumstances of the moment. Rather, a new focus for knowledge management is presented, through which the effects of an individual’s use of knowledge is demonstrated. Knowledge itself cannot be seen, but the effects of its use can. Just as a shadow is cast when the sun shines on an object, so what a person achieves in their work takes a form that belies the knowledge that was used in the achievement.

Thus in this organisation individuals are encouraged to maximise their own agency, and work to their own potential. What they achieve above and beyond the minimum standards of the organisation will demonstrate their own competence. Such working conditions encourage individual development, the application of knowledge and effective knowledge management through indirect means.

Keywords: knowledge management, outcomes and application, reification, cultural memes, agency, innovation

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