Exploring Constraints on Developing Knowledge

This article explores some of the constraints on the development of knowledge through a multi-perspective examination of a project where there was an intention, and enacted process, to develop knowledge. Building on prior work in the fields of knowledge and knowledge management, the article is engaged with the generic question of what the conditions that facilitate knowledge creation in organizations are. However, the approach adopted here is not to focus on success stories, but to develop an understanding of constraining factors through an examination of an example of apparent failure and the absence of new knowledge. A detailed multi-perspective exploration of a particular organizational episode is provided. Data from this episode are considered from three theoretical perspectives: psychodynamics, social construction and complexity theory. This multi-perspective exploration highlights the need for conflict in organizational settings where new knowledge is at least supposed to be being developed.