Are There Really Foxes: Where Does the Doubt Emerge?

Journal of Knowledge Management Practice, Vol. 14, No. 1, 2013

17 Pages Posted: 31 Mar 2013

See all articles by Deborah Ann Blackman

Deborah Ann Blackman

University of New South Wales (UNSW); University of Canberra

Amy Corcoran

Independent

Stephen Sarre

University of Canberra

Date Written: March 31, 2013

Abstract

This paper uses a model of doubting to demonstrate why a long term eradication programme has faced so many complex problems in its implementation. Analysis of a qualitative case study of the Fox Eradication Project in Tasmania identifies aspects of accuracy, source and relevance, demonstrating how the credibility of new triggers is undermined, thereby enabling individuals to maintain their current mental model rather than accepting new knowledge to adapt or amend it. The analysis illustrates how doubt can be managed either through prevention, perturbation or boundary spanning. It is suggested that the process of establishing what is leading to doubt enables a change manager to consider alternative communication and implementation strategies which directly address the alterations of mental models.

Keywords: knowledge management, doubting, eradication

Suggested Citation

Blackman, Deborah Ann and Corcoran, Amy and Sarre, Stephen, Are There Really Foxes: Where Does the Doubt Emerge? (March 31, 2013). Journal of Knowledge Management Practice, Vol. 14, No. 1, 2013. Available at SSRN: https://ssrn.com/abstract=2241882

Deborah Ann Blackman (Contact Author)

University of New South Wales (UNSW) ( email )

Kensington
High St
Sydney, NSW 2052
Australia

University of Canberra ( email )

Canberra, ACT 2601
Australia

Amy Corcoran

Independent ( email )

No Address Available
United States

Stephen Sarre

University of Canberra ( email )

Canberra, Australian Capital Territory 2601
Australia

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