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An Introduction to Knowledge Management
Objectives for this session
To explore the history & theory of Knowledge Management (KM)
To understand the controversies around KM
To learn about how KM programs are implemented through different models
To discuss the ideas in the readings
What is Knowledge Management?
What are your ideas?
What have you read?
What have you heard?
What do you imagine?
“Processing data can be performed by machine, but only the human mind can process knowledge or even information.”
Jesse Shera in Machlup and Mansfield’s The Study of Information: InterdisciplinaryMessages. NY: Wiley, 1983.
One Perspective of KM
“KM [Knowledge Management] involves blending a company’s internal and external information and turning it into actionable knowledge via a technology platform.”
Susan DiMattia and Norman Oder in Library Journal, September 15, 1997.
Knowledge Management
© United Features Syndicate, Inc.
“ Management” of Knowledge
Knowledge management is an integrated systematic approach to identifying, managing and sharing all of an enterprise’s information assets, including databases, documents, policies, and procedures, as well as previously unarticulated expertise and experience held by individual workers.
Fundamentally it is about making the collective information and experience of an enterprise available to individual worker.
The ChallengeMeeting customers higher expectations
This was happening for past 30 years but accelerated in the past decade
Further pushed by new technologies like high speed computing and Internet
Difficult survival in market facing enterprise, where every process and activity within the organization is pointed towards increasing customer value.
Oh Customer ….tussi great ho
•Business process re-engineering which was once seen as stepping stone for downsizing, has taken its rightful place as a tool for simplifying customer interaction with the organization.•Change in profile of employees….who have become customer rather than task focused.
New partners
New paradigms are also emerging in the organization’s relationships with its suppliers and sub-contractors.
They are now seen as key partners in vital corporations, providing the ability for the entire supply chain to be fine tuned towards changing market needs
ProblemsProblem of identifying the source of knowledge that exist within the organizationIssue of finding the correct method of sharing and disseminating knowledge across the enterprise To transform customer satisfaction capabilities of each an every member of the organization through timely availability and use of the collective knowledge base.
Knowledge Terminology
Few things you should know
Intellectual Assets
Social capital – relationships with customers, employees, business partners and external expertsStructural capital – patents; brand names; systems and processes; management philosophyHuman capital – education; experience; skills; attitudes
Explicit and Tacit Knowledge
Explicit knowledge – what is recorded; easily identified, articulated, shared and employedFormal or codifiedDocuments: reports, policy manuals, white
papers, standard proceduresDatabasesBooks, magazines, journals (library
Tacit knowledge – personal; wisdom and experience; context-specific; more difficult to extract and codify Informal and uncodifiedValues, perspectives & cultureKnowledge in headsMemories of staff, suppliers and
vendors
Further Attributes of Knowledge
Know-howKnow-whyKnow-whatKnow-whoKnow-whereKnow-when
Understanding KM
Understanding Knowledge Management requires an understanding of knowledge and the knowing process and how that differs from information and information management.
Data – raw facts; numbers
Information – data in context; readily captured in documents and databases
Knowledge – information plus experience to act upon
DataData The raw material from which information is The raw material from which information is
developeddeveloped No independent contextNo independent context
InformationInformation A collection of data connected by relationshipsA collection of data connected by relationships Tends to be static, descriptive (vice predictive)Tends to be static, descriptive (vice predictive) Depends on external context for meaningDepends on external context for meaning
KnowledgeKnowledge Patterns of informationPatterns of information Predictive, repeatable (answers the “how” Predictive, repeatable (answers the “how”
question)question) Internal or self-generating contextInternal or self-generating context
WisdomWisdom Core truths (the “why”)Core truths (the “why”) Completely context independentCompletely context independent
Classic Data to Knowledge Hierarchy
Wisdom
Knowledge
Information
Data
From Facts to Wisdom(Haeckel & Nolan, 1993)
one example of the hierarchy
Facts
Information
Intelligence
Knowledge
Wisdom
Less is
More
Volume
Completeness
Objectivity
Value
Structure
Subjectivity
Knowledge is Different
Data
Information
Knowledge
Intelligence
Codifiable, explicitEasily transferable
Human, judgemental
Contextual, tacitTransfer needs learning
Knowledge is Different
Chaotic knowledge processes
Systematic information and knowledge processes
Human knowledge and networking
Information databases and technical networking
Working Definition
Knowledge Management is the explicit
and systematic management of vital
knowledge - and its associated processes
of creation, organisation, diffusion, use and
exploitation.
The process of:The process of: CollectingCollecting OrganizingOrganizing AnalyzingAnalyzing
information to create knowledge, theninformation to create knowledge, then MemorializingMemorializing
that knowledge andthat knowledge and DistributingDistributing
it to end usersit to end users
Components of KM Programme
People – communities and networks
Processes – knowledge-enabled
Technology – collaboration, knowledge leverage tools
Content – best practices, internal and external intelligence
What is ... in Practice
Knowledge Teams - multi-disciplinary, cross-functional
Knowledge (Data)bases - experts, best practice
Knowledge Centers - hubs of knowledge
Learning Organization - personal/team/org development
Communities of Practice - peers in execution of work
Technology Infrastructure - Intranets, doc mgt
2 Key Thrusts
Sharing existing knowledge“Knowing what you know”
Knowledge for Innovation“Creating and Converting”
Seven LeversCustomer Knowledge - the most vital knowledge
Knowledge in Products - ‘smarts’ add value
Knowledge in People - but people ‘walk’
Knowledge in Processes - know-how when needed
Organizational Memory - do we know what we know?
Knowledge in Relationships - richness and depth
Knowledge Assets - intellectual capital
Activities of Managing Knowledge
CreateDiscoverCaptureDistilValidateShareAdaptAdoptTransferApply
IT InfrastructureA key enabler
Access anytime, anywhere, anyhow
Lotus Notes, Intranets - groupware
Point solutions e.g. data mining, mapping
New generation of Knowledge Based systems
Focus on the I (Information - about Knowledge)
Hybrid, virtual teams
Critical Factors
Strong link to business imperative
Compelling vision and architecture
Knowledge leadership
Knowledge creating and sharing culture
Continuous Learning
Well developed ICT infrastructure
Systematic knowledge processes
Action Planning
1. Find out where you are!do an assessment; look for existing practice
2. Identify the knowledge championsand top level sponsors
3. Start the learning processattend seminars, site visits, assemble resources
4. Understand the seven knowledge levers find how knowledge adds value to your
business
Action Planning (cont.)5. Identify Related Initiatives
an opportunity for collaboration?
6. Initiate a Pilot Project look for quick wins, within long-term framework
7. Assess Organizational Readinessassessment plus enablers, levers, foundations
8. Develop a road map for knowledgevision, goals, strategies, resources, networks.”
History of Information Professionals as Knowledge
Managers
Knowledge management is a new business strategy, but its techniques can be traced to the work of documentalists in the early part of the twentieth century.
Documentalists as Knowledge Managers
In Europe and America in the first part of the twentieth century, documentalists had grand visions of collecting, codifying and organizing the world’s knowledge for the purpose of world peace.
Information Professionals as Knowledge Managers
The documentalists were the original multimedia professionals.Paul Otlet – began the International Federation for Documentation. He wanted libraries to stop being depositories and to become more dynamic in information transfer.Under the leadership of Otlet the Europeans not only collected and codified documents, they developed networks and worked to exchange knowledge among people.
Caution
It would be a mistake, though, to define Knowledge Management as solely the domain of documents and documentalists.
KM as a Technological Solution
Is KMBig business?A competitive advantage?Intellectual capital?An intranet solution?An asset dimension?A technological infrastructure?
The Challenges of Electronic Collaboration in
Knowledge Sharing
“Focusing exclusively on the technical issues of electronic collaboration is a sure way to a very expensive failure.”
“A focus on the people issues dramatically increases the potential for success.”
The Learning and Communication Process Model
Innovation is a way of life
Flexibility and the ability to act quickly is necessary in a changing environment
New projects can benefit from alliances and learning from in-house experts and creative thinkers.
KM: Learning and Communication Process
In simple language KM is an effort to capture not only explicit factual information but also the tacit information and knowledge that exists in an organization, usually based on the experience and learning of individual employees, in order to advance the organization's mission. The eventual goal is to share knowledge among members of the organization.
So…what is knowledge management?
“Knowledge management (KM) is an effort to increase useful knowledge within the organization. Ways to do this include encouraging communication, offering opportunities to learn, and promoting the sharing of appropriate knowledge artifacts.”