Ch- 07 (Essentials of Knowledge Management)

7/28/2019 Ch- 07 (Essentials of Knowledge Management)

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Chapter

7 Essentials ofKnowledge Management


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Cont.

Knowledge Knowledge needs to be defined in relation to intelligence, experience, and

common sense.

Knowledge is an understanding gained through experience or study. It is

know-how or a awareness of how to do something, that enables a person

to perform a specialized task. It may also be an gathering of facts,

procedural rules, or heuristics.

These elements are defined as follows:

A fact is a statement with some element of truth about a subject matter or a

realm.

A procedural rule is a rule that describes a series of associations relative to

the main.

A heuristic is a rule of thumb based on years of experience.


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Types of KnowledgeKnowledge is categorized into a variety of types. When considering knowledge

management, the knowledge developer should be familiar with each type and

know how to tap into it during knowledge capture.

Types of Knowledge

Shallow and Deep Knowledge

Knowledge as Know-how

Common Sense as Knowledge

Reasoning and Heuristics

Procedural Knowledge to Episodic Knowledge

Explicit and Tacit Knowledge


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Cont.

Organizational Knowledge Types

Other than the ones mentioned the organizational knowledge also include

the following types:

Social Knowledge

Axiomatic Knowledge

Organizational Knowledge Capital


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Cont.

Knowledge Creation

Knowledge Acquisition/Capture

Knowledge Organization

Knowledge Sharing

Knowledge Renewal

1

2

3

4

5

Organizational Knowledge Creation Process


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Cont.

Knowledge CreationInitial

Knowledge

A job is performed

by a team

Outcome is

realized

Outcome iscompared to action

New experienceand/or knowledge

is obtained

New Knowledge tobe reused by theteam for next job

Knowledgecaptured & coded

usable by others

Knowledge Creation/Knowledge Sharing via Teams


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Cont.

Knowledge Acquisition/Capture

An applied Brain Drain. Transfer of problem-solving expertise from some

knowledge source to a repository. Knowledge acquisition is a process by which

the experts thoughts and experiences are captured. The capture of knowledge

can be accomplished in many ways and no single way is best.

Knowledge Capture Techniques On-site observation process of observing, interpreting and recording an

experts problem-solving behavior while it takes place

Brainstorming unstructured approach to generating ideas about a problem

Electronic Brainstorming computer aided approach

Protocol Analysis a diagnostic process

Repertory Grid establishing own model

Delphi Method a series of questionnaires are used


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Cont.

Knowledge Organization

Knowledge organization refers to the design and development of Knowledge

Repositories. Ensure easier retrieval, creation and sharing of knowledge. Also,

ensure all important knowledge flows are known, utilized and enhanced. It

includes:

Indexing keywords

Abstracting Conceptual/concrete

Cataloguing Sorting/classification

Records management

Bibliography.


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Cont.

Knowledge Sharing

Knowledge, unless effectively shared and acted upon, does not possess value

for an individual/ organization. The desire to collaborate through knowledge

sharing and reuse has arisen within the work community.

OrganizationalCulture

KnowledgeSharing

Company Policies& Strategies

Personality

Vocational

Reinforcers Attitude Work Norms

Compensation, Autonomy, Recognition, Job Security, Ability Utilization, Creativity, Good Work

Environment, Advancement,. Moral Values, Social status, Achievement, Independence, Variety

Impediments to Knowledge Sharing


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Knowledge Renewal

The processes used to create, communicate and apply knowledge results in

the generation of new knowledge and resultant expansion of the

organizations knowledge base.

It is a cyclic process transforms data into information, converted into

knowledge whose application creates new data and information thereby

repeating the cycle.


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Cont.

Nonakas Model of Knowledge Creation &Transformation

In 1995, Nonaka coined the terms tacit knowledge and explicit knowledge as the

two main types of human knowledge. The key to knowledge creation lies in theway it is mobilized and converted through technology.


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Team Meetingand Discussions

Dialog within teamAnswer questions

Learn froma report

E-mail a report

Tacit to Tacit(Socialization)

Tacit to Explicit(Externalization)

Explicit to Tacit(Internalization)

Explicit to Explicit(Communication)

Nonakas Model of Knowledge Creation & Transformation


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Cont.

Organizational Knowledge Creation Organizational knowledge is shaped through the personal as well as

collective knowledge creation cycles.

During this flow; the knowledge is enriched by the addition of the personal

knowledge of every individual which is the tacit knowledge including their

insights, judgments, experiences, the collective knowledge of the

departments, divisions as well as project teams, and finally flows back to the

knowledge base.

New knowledge so acquired is added to the organizational knowledge base

and outdated knowledge is deleted. The process mentioned is recurring and

self supporting.


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PKCCPersonal

CKCCCollective

OK Creation Cycle


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Cont.

Knowledge Management ArchitectureKnowledge architecture can be regarded as a prerequisite to knowledge sharing.

The infrastructure can be viewed as a combination of people, content, and

technology. These components are inseparable and interdependent.

People Technology

Content

Knowledge Management A Conceptual View


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The Architectures Characteristics

1. Available (if knowledge exists, it is available for retrieval)

2. Accurate in retrieval (if available, knowledge is retrieved)

3. Effective (knowledge retrieved is useful and correct)

4. Accessible (knowledge is available during the time of need)


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Knowledge Management Systems, Techniques andTools

The systems, techniques, and tools necessary to accomplish Knowledge

Management in organizations would unravel the overall organizational

architecture as well as suggested implementation strategies.

The knowledge acquisition, modeling and representation communities have

developed a wide range of tools relevant to the development and

management of large-scale knowledge-based systems.

A Knowledge Management System [KMS] can be described as, A system

for managing, organizing, filtering, analyzing, and disseminating knowledgein all of its forms within an organization.

It supports organizational functions while addressing the needs of the

individual within a purposeful background of the departments or divisions.


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Organizational Knowledge EcosystemA knowledge ecosystem can be construed as a tri-layered network

comprising of the following:

1. People network

2. Knowledge network

3. Technology network

Knowledge ecology is an interdisciplinary field of management practice,

emerging from the confluence of management strategy, communities of practice,

adaptive systems and knowledge management.


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Organizational Network Analysis Organizational Network Analysis [ONA] is a software supported

methodology that reveals the inner workings of an organization. It uses the

severity of systems analysis to reveal the behavior inside and between

organizations.

Knowledge networks are mapped that uncover interactions within and

across the boundaries of the organization.

ONA is an outgrowth of many knowledge disciplines including social

network theory, organizational behavior, interpersonal communications,

chaos theory, complex adaptive systems and a branch of mathematics

called Graph Theory.


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Tools

Netwo rk 4.2:It is a new and improved package to analyze a network at

several hierarchical levels. The bilateral relationships between any two

system components via all pathways are quantified.

InFlow 3.0 - Network Mapping Software: Inflow is designed for

consultants, by consultants. Inflow has been used to map and measureorganizational networks since 1988. InFlow has been successfully applied in

the following projects:

Knowledge management Post-merger integration

Organization design Team building

Internet work design Network vulnerability assessment

Workforce diversity Industry ecosystem mapping

Diffusion of innovation Building productive networks

Community development


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Organizational Knowledge Mapping Techniques Knowledge mapping represents the ongoing mission within an organization,

including its supply and customer chain, to help discover the location,

ownership, value and use of knowledge artifacts.

Knowledge mapping is an important practice consisting of survey, audit, and

synthesis. It aims to track the acquisition and loss of information and

knowledge.

Core Implementation Issues

1. An escalating rate in the growth and diversity of knowledge and information

available to and within an organization.

2. The fractionation of the disciplines into narrow specialty fields, thereby

augmenting a trend towards depth rather than breadth.

3. An increase in professional mobility, leading to a discontinuity of focus and

experience within an individuals career (the saying jack of all trades,

master of none is very valid in the current recessionary markets), and

ultimately fewer real subject matter experts.


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Cont.

Knowledge Generation This includes the actions of knowledge acquisition, knowledge creation,

knowledge fusion, knowledge synthesis, and knowledge adaptation.

One of the most interesting characteristics of most of these activities is the

need for concentrated communication, and a culture that is tolerant of new

ideas and is prepared to support exploration.

In addition, interestingly though, there is a need to provide barriers.

New knowledge will not be created if there are not barriers to rail against.

There needs to be a structure, established knowledge that categorizes the

process.


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Web-Enabled Information Technology Tools

There are varied reasons for focus on Web-enabled tools. The most

important is that the Web offers a very powerful stage for tools supporting all

phases of knowledge management.

The Web allows for an extraordinary degree of integration of different

representational and communicational media. This allows us to make the

most of existing tools while developing a variety of new tools.

Some of the tools that are Web relevant are:

Database Tools

Process Modeling and Management Tools

Workflow Management Tools

Search Engines, Navigation Tools, and Portals

Visualizing Tools

Collaborative Tools

Virtual Reality


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Implementing Knowledge Management

The most important element of the implementation of the KM process is the

acknowledgment that all stakeholders require to be covered, and the best

possible route taken will guarantee success of the knowledge management

solution deployment.

Once the knowledge elements are recognized, a knowledge map isdeveloped identifying the knowledge sources within or outside the

organization.

Implementing KM in Organizations

Knowledge management practitioners primarily have two major questions:

How can knowledge management be knitted into the organizations typicalfunctioning rather than be looked upon as a independent experiment?

In support of an organization to get on and carry on successful knowledge

management programs is there a clear implementation methodology that

can be pursued?


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The Four Phase of KM Style1. Knowledge -Need Identification: K-Need

2. Knowledge-Acquisition Framework: K- Acquisition

3. Knowledge-Net Design: K-Design

4. Knowledge -Net Implementation: K-NetThere are other activities which are forerunners to most knowledge

solution implementations. Some of them are:

1. Content Population and Organization

2. Cataloguing or Listing of Knowledge Objects3. Identifying the Knowledge Workers

4. Setting up the Capability Database

5. Processes, Roles and Responsibilities

Documents

Ch- 07 (Essentials of Knowledge Management)