CAPTURING TACIT KNOWLEDGE Lecture Four (Chapter 4, Notes; Chapter 5, Textbook)

CAPTURING TACIT KNOWLEDGE

Lecture Four

(Chapter 4, Notes;

Chapter 5, Textbook)

Chapter 4: Capturing Tacit Knowledge

4-2

Last Week’s Review

Knowledge Creation and Sharing

Knowledge Infrastructure

Knowledge Management Architecture

Build versus Buy Decision


4-3

This Week’s TopicsThe Knowledge Capture Process

How To Identify Experts

Single vs. Multiple Experts (Pros and Cons)

Interview As Knowledge Capture Tool

Sources of Errors and Problems in Interview


4-4

Stages of KMSLCEvaluate Existing

Infrastructure

Knowledge Capture

Design KM Blueprint

Verify and validate the KM System

Implement the KM System

Manage Change and Rewards Structure

Form the KM Team

Post-system evaluation

Iterative Rapid Iterative Rapid PrototypingPrototyping


4-5

What Is Knowledge Capture ? A process by which the

expert’s thoughts and experiences are captured

A knowledge developer collaborates with an expert to convert expertise into a coded program

In simple terms, we want to “know” how experts know what they know


4-6

Three important steps Use an appropriate tool or

technique to elicit information from the expert

Interpret the information and infer the expert’s knowledge and reasoning process

Use the interpretation to build rules that represent expert’s solutions


4-7

Improving the Knowledge Capture Process Focus on how experts

approach a problem Look beyond the facts

or the heuristics Re-evaluate how well

the problem domain is understood

How accurate the problem is modeled


4-8

Using a Single ExpertAdvantages: Ideal when building a

simple KM system A problem in a restricted

domain Easier to coordinate

meetings Conflicts are easier to

resolve Shares more confidentiality

than does multiple experts


4-9

Using a Single Expert (cont’d)Disadvantages: Sometimes expert’s knowledge is

not easy to capture Single expert provides only a single

line of reasoning Expert knowledge is sometimes

dispersed Single expert more likely to change

scheduled meetings than experts in a team


4-10

Using Multiple ExpertsAdvantages: Complex problem domains benefit

from expertise of more than one expert

Working with multiple experts stimulates interaction

Allow alternative ways of representing knowledge

Formal meetings often a better environment for generating thoughtful contributions


4-11

Using Multiple Experts (cont’d)Disadvantages:

Scheduling difficulties

Disagreements often occur among experts

Confidentiality issues

Requires more than one knowledge developer

Overlapping mental processes can lead to “process loss”


4-12

Developing a Relationship With Experts Create the right

impression Understanding the

expert’s style Prepare well for the

session Decide where to hold

the session


4-13

Approaching Multiple ExpertsApproaching Multiple ExpertsIndividualIndividual

An extension of single expert approach

Primary and secondaryPrimary and secondary Start with the senior

expert first, on down to others in the hierarchy

Small groupsSmall groups Each expert tested

against expertise of others in the group


4-14

Experts use analogies to explain events

Expert’s knowledge is the ability to take uncertain information and use a plausible line of reasoning to clarify the fuzzy details

Analogies and Uncertainties in Analogies and Uncertainties in InformationInformation


4-15

Reliable knowledge capture requires understanding and interpreting expert’s verbal description of information, heuristics, etc.

For example, words like possible, likely, and definite show relationships between words and belief

Analogies and Uncertainties in Analogies and Uncertainties in Information (cont’d)Information (cont’d)


4-16

The Interview As a ToolThe Interview As a ToolCommonly used in

the early stages of tacit knowledge capture

The voluntary nature of the interview is important


4-17

The Interview As a Tool The Interview As a Tool (cont’d)(cont’d) Interviewing as a tool

requires training and preparation

Convenient tool for evaluating the validity of information acquired


4-18

Types of InterviewsTypes of Interviews StructuredStructured:: Questions and responses are

definitive. Used when specific information is sought

Semi-structuredSemi-structured:: Predefined questions are asked but allow expert some freedom in expressing the answers

UnstructuredUnstructured:: Neither the questions nor their responses specified in advance. Used when exploring an issue


4-19

Variations of Structured Variations of Structured QuestionsQuestions Multiple-choice questionsMultiple-choice questions offer specific

choices, faster tabulation, and less bias by the way answers are ordered

Dichotomous (yes/no) questionsDichotomous (yes/no) questions are a special type of multiple-choice question

Ranking scale questionsRanking scale questions ask expert to arrange items in a list in order of their important or preference


4-20

Guide to a Successful Guide to a Successful InterviewInterview Set the stage and establish

rapport Properly phrase the

questions Question construction is

important Listen closely and avoid

arguments Evaluate session outcomes


4-21

Things to AvoidTaping a session without

advance permission from the expert

Converting the interview into an interrogation

Interrupting the expertAsking questions that put

the domain expert on the defensive


4-22

Things to Avoid (Cont’d)Losing control of the sessionPretending to understand an

explanation when you actually don’t

Promising something that cannot be delivered

Bring items not on the agenda


4-23

Sources of Error that Reduce Information ReliabilityExpert’s perceptual slantExpert’s failure to

remember just what happened

Expert’s fear of the unknown

Communication problems


4-24

Errors Made by the Knowledge DeveloperAge effectRace effectGender effect


4-25

Problems Encountered During the InterviewResponse bias InconsistencyCommunication

difficultiesHostile attitudeStandardized questionsLengthy questionsLong interview


4-26

Next Week’s PreviewOn-site Observation (Action Protocol)Brainstorming (Conventional & Electronic) Consensus Decision MakingNominal Group TechniqueDelphi MethodRepertory GridConcept MappingBlackboarding


4-27

Nonaka’s Model of Knowledge Creation and Transformation

TACIT TO TACIT(SOCIALIZATION)

e.g., Individual and/or Team

Discussions

TACIT TO EXPLICIT(EXTERNALIZATION)

e.g., Documenting a Team

Meeting

EXPLICIT TO TACIT(INTERNALIZATION)

e.g., Learn from a report and Deduce new ideas

EXPLICIT TO EXPLICIT(COMBINATION)

e.g., Create a Website from

some form of explicit knowledge; Email a Report


KNOWLEDGE INFRASTRUCTURE

Content core: Identify knowledge centres

People core: Evaluate employee profiles

Technical core: The totality of technology (S/W and H/W) required to operate the knowledge environment

3-28

People

Technology

Content


4-29

User Interface(Web browser software installed on each user’s PC)

Authorized access control(e.g., security, passwords, firewalls, authentication)

Collaborative intelligence and filtering(intelligent agents, network mining, customization, personalization)

Knowledge-enabling applications(customized applications, skills directories, videoconferencing, decision support systems,

group decision support systems tools)

Transport(e-mail, Internet/Web site, TCP/IP protocol to manage traffic flow)

Middleware(specialized software for network management, security, etc.)

The Physical Layer(repositories, cables)

. . . . .

Databases Data warehousing(data cleansing,

data mining)

Groupware(document exchange,

collaboration)

Legacy applications(e.g., payroll)

1

2

3

4

5

6

7

LayerLayer …User1 User2 Usern


3-30

Build vs. BuyingOption Cost Time Factor CustomizationIn-house Usually high Much shorter than High, dependingdevelopment development by on quality of user staff

Development Usually low Depends on skills High to the user by end users set, system priority, specifications and so forth

Outsourcing Medium to high Shorter than High in-house

Off-the-shelf Low to medium Nil Usually up toSolution 80% usable


4-31

Styles of expert’s expressionsProcedure type

methodical approach to the solution

Storyteller focuses on the content of the domain at the expense

of the solution

Godfather compulsion to take over the session

Salesperson spends most of the time explaining his or her solution

is the best


4-32

Preparing for the session

Should become familiar with the project terminology

review existing materials

Learn the expert’s language


4-33

Deciding where to hold the sessionsBeneficial in recording the expert’s

knowledge in the environment where he or she works

An important guideline is to make sure the meeting place is quiet and free from interruptions


4-34

The Wheels Analogy for the The Wheels Analogy for the Refraction of LightRefraction of Light

Documents

CAPTURING TACIT KNOWLEDGE Lecture Four (Chapter 4, Notes; Chapter 5, Textbook)