Tribal Knowledge

A persistent management trend today is the one toward being leaner and meaner than the competition. A measurable excess in human resources is a luxury that is rarely found in todays chemical industry in developed countries. Management must constantly be attuned to the problems of dilution of knowledge by movement of their human assets. 

OSHA Process Safety Management Slandard Management of Change  

The OSHA PSM standard should be reviewed to properly develop an MOC procedure. The PSM section addressing Management of Change is found in paragraph (/) of OSHA 1910.119 [3] and states  

The standard also defines replacement in kind as a replacement that satisfies the design specification. Appendix C to OS HA 1910.119 is entitled Compliance Guidelines and Recommendations for Process Safety Management (Nonmandatory). It serves as a nonraandatory guideline to assist with complying to the standard. [3] 

The AIChE s Center for Chemical Process Safety developed a how to type of book that addresses most of the concerns of OSHA s proposed Process Safety Management standard and all of the concerns of Management of Change. This book is useful to the frontline supervisor, the second-level supervisor, superintendent, and the manager of a facility that manufactures, handles, or stores hazardous chemicals. It is for the on-site organization that is developing the specific procedures of a MOC program. 

---

Cox PA. Will tribal knowledge survive the millennium Science 2000 287 44-5. 

Clearly identified process attributes provide organizations more than tribal knowledge to pass onto the next process owner.They provide clear structure, process, and other attributes critical to the ongoing success of the enterprise. The organization becomes reliant on their system and processes not people s personal knowledge, which can be lost with staff turnover. 

Regrettably, it has not proved possible to reach a final conclusion on this question at this time for two reasons that were unanticipated when the study was proposed. The first reason is related to the reluctance of the Saramaka people to allow access to their ethnobotanical knowledge. Because of this, the plant names of most of the "ethnobotanical" samples are still unknown to all except Stan Malone of Cl-Suriname, who has been entrusted with them by the tribal peoples. It thus has not been possible to sort through the plant collection data and remove duplicate samples and other artifacts which might affect the overall evaluation process. In addition, because of the coding system used, it has not proved possible to eliminate duplicate samples from the same plant, since, for example, roots and stems and leaves from one plant might be coded differently. It is hoped that this problem can be overcome in the future, but at present we must respect and work to overcome the concerns of our informants. 

In this observational study, our primary objective was 1) to relate plants of known medicinal values that are utilized by Kani tribals to those consumed by wild animals and 2) to document distribution status of these plant species, in order to identify the current threats, if any, to these species. Although, this study is not a surrogate for detailed observations on animal behaviour and their diet or analysis of plant chemical constituents, to our knowledge, this is a first attempt to understand the overlap in medicinal plants consumed by humans and animals. 

Ayyanar, M. and Ignacimuthu, S. (2005). Traditional knowledge ofKani tribals in Kouthalai of Tirunelvelli hills, Tamil Nadu, India. Journal of Ethnopharmacology, 102 246 - 255. Dhar, U., Manjkhola, S., Joshi, M., Bhatt, A., Bisht, A.K. and Joshi, M. (2002). Current status and future strategy for development of medicinal plants sector in Uttaranchal, India. 

Kala, C.P. (2002). Indigenous knowledge of Bhotia tribal community on wool dying and its present status in the Garhwal Himalaya, India. Current Science, 83 814-817. 

Maikhuri, R.K., Nautiyal, S., Rao, K.S. and Semwal, R.L. (2000). Indigenous Knowledge of medicinal plants and wild edible among three tribal sub-communities of the Central Himalayas, India. Indigenous Knowledge and Development Monitor, 8 7-13. 

Sometime during the second year, you ll remember about the treasure. The omens will begin insistently to speak of it, and you ll try to ignore them. You ll use your knowledge for the welfare of the oasis and its inhabitants. The tribal chieftains will appreciate what you do. And your camels will bring you wealth and power. 

In the bottom left comer is chaotic culture. Both the systems and the people in a company are weak. The tribal square (top left) represents those facilities, often small ones, that are mn by strong and knowledgeable people, but where managerial systems are inadequate. The bottom right square— bureaucratic —typifies many larger or older organizations the systems are strong but the... 

---