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      Knowledge and innovation are categorically among the concerns of human capital managers. Many issues such as innovation and pragmatism take their respective roots from organizational desire and needs to address the intellectual requirement and needs. Nevertheless, knowledge and knowledge management have to be fine tuned to avoid unintended consequences.

      Knowledge and all its all respective impact on organizational operation illustrate a great deal of opportunity as well as uncertainty. The impact of knowledge and knowledge management though mostly positive can be accompanied by uncontrolled effects that may have unforeseen and devastating impact. Such unintended consequences may include hindering or reducing the speed of innovation. Hence the task of human capital managers and knowledge workers will have to include proper standard operating procedures that guard against such adverse effects.

      Nevertheless, those SOPs’ cannot assure complete protection from abstract interferences that knowledge and knowledge management may cause. Interferences may include dynamic forms of knowledge competition, in-fighting, unnecessary and ineffective utilization of resources as well as hindrance of organizational vision and organizational coherence.
      The question of countering those uncontrollable external or internal factors is equally problematic. Since every individual organization differs in its methodology, it is virtually impossible to devise uniform guidelines to counter those influential factors; however, some general steps in terms of review and quality control may enable the stakeholders to identify problems in early stages and minimize potential impact.

      Ultimately, the duties and obligation of human capital managers are extremely dynamic and at times subjective. The organizational requirements to balance the most appropriate course of action falls on the shoulder of human capital managers that have to adapt to the ever changing internal and external factors.

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