>, many aspects of managing large, complex systems fall through the cracks because we don’t have a unified perspective. I want to offer one: I call it the knowledge activation perspective.

Fyi... 3 previous writings using different terminology that's related to what the blog author calls "knowledge activation perspective" :

- "tacit knowledge" : https://en.wikipedia.org/wiki/Tacit_knowledge

- Fred Brooks 1975 book Mythical Man-Month called it "conceptual integrity" : https://warwick.ac.uk/fac/sci/dcs/research/em/teaching/cs405...

- Peter Naur 1985 paper "Programming as Theory Building" : https://pages.cs.wisc.edu/~remzi/Naur.pdf

Knowledge of bicycle riding, judo fall and swimming is stickier than buzzword bingo fads. SJ used the bicycle of the mind metaphor for computing. There is a specialist word for that kind of knowledge and there is a multivolume bookset on knowledge. The monkey business world of HR seems to corner the use of the word knowledge as in KM.

I'm surprised there is barely mention of documentation.

When a big development case is closed out, get a brain dump: the TC (technical communicator) should jump on the implementer(s) and suck their brains dry. Or something to that effect.

From the article:

“Qualities of Active Knowledge [:]

Active Knowledge is generated in interaction with a system.

…

Knowledge fades over time.

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Knowledge can go stale.

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Knowledge can be more easily regenerated if artifacts are clear and understandable.

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Uncovered knowledge can enhance decision-making.

…”