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7/31/2019 Understanding Knowledge Management and Learning Essentials (For Presentation)
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Olivier SerratPncp Knowdg Shng nd Scs Spcs
Knowdg Shng nd Scs Cnrgon nd Susnb Dopmn Dpmnasn Dopmn Bnk
Organization, People, Knowledge, and Technology for Learning
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1Data, Information, and Knowledge
2About the Asian Development Bank
2Further Reading
2Knowledge Assets
4Core Knowledge Activities
6Knowledge Management
7Knowledge Agents
8Knowledge Management Architecture
12Balanced Knowledge Management
13The What, Why, and How of Learning
14Learning From Experience
15Learning Loops
18Model of Learning Progression
1Motivations BehindKnowledge Management Efforts
2Where Are You in the Journey?
2Early Signposts to Knowledge Management
2Knowledge Management and Learning in ADB
2Results-Driven Management Model
2The Promise of Knowledge Management
2Cultural Roadblocksto Knowledge Management Success
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Data, InformatIon, anD KnowleDge
Data are discrete and objective facts, measurements,or observations that can be analyzed to generate information.
InormatIon is data that have been categorized, analyzed, summarized,and placed in context in a form that has structure and meaning.
KnowleDge is a combination of data and information,to which is added expert opinion, skills, and experience, resulting in a valuable
asset that aids decision making.
KnowleDge is what you learn from experiencebefore, during,and after the event.
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KnowleDge assets
tacIt KnowleDge Is
Know-howfromdeeplypersonalexperience,aptitudes,skills,
perceptions, insights, and intuition.
Difculttocommunicateinformsotherthanpersonalcontact
and regular interaction.
explIcIt KnowleDge IsKnow-whatthathasbeenorcanbedescribed,articulated,
codied,andstored.
Readilysharedinformallanguage,print,orelectronicmedia.
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KnowleDge assets
=Media-based
= In peoples heads
3
explicit knowledge
tacit knowledge
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Core KnowleDge aCtIvItIes
createKnowleDge
IDentIyKnowleDge
storeKnowleD
useKnowleDge
shareKnowleDge
core KnowleDge actIvItIes are what activities are widely usedby an organization to manage knowledge.
requIrements
1. Activities should be aligned or integrated into bi .
2. Activities should be bd according
tothespecicitiesofeachorganization.
A knowledge management solutionshould not focus only on one or twoactivities in isolation.
4
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cIdi s s u
Core KnowleDge aCtIvItIes
Inventorize
people andsystem-based
knowledgeassets.
Gather
knowledgeassets frompeople or
systems thathold it.
Organize
knowledgeassets intocodiableandnoncodiable
categories.
Pass knowledge
assets betweenpeople orsystems.
Use the
knowledgeassets forbenet.
5
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KnowleDge management
KnowleDge management Is
The d did of enabling
vital individual and collective knowledge resources
tobeidentied,created,stored,shared,
and used more easily to improve organizational
performance.
Thei ii
d izi i.
6
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KnowleDge agents
Kd compriseindividuals,groups,theintra-organizationaldomain,andtheinter-organizationaldomain.
Kd often involves a spiral process across knowledge agents.
Kd
aIdiid g
I-
oizi
Di
I-
oizi
Di
tci KdCross-cultural
negotiation skills
Teamcoordination in
complex work
Corporate
Culture
Customer
expectations an
attitudes toward
products and
services
epiciKd Knowledgecalculus Quality circles Organizationcharts
Patents and
documentedpractices
7
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KnowleDge management arChIteCture
Animustbebuilttoinitiateandimplementorganization-wide
knowledge management initiatives.
i ii : (i) leadership, (ii) organization, (iii) technology,
and (iv) learning.
ldi develops the strategies necessary to position for success
in an environment.
Respectforknowledgemustpervadeanizi: introducing knowledge
management requires organizational change, and knowledge management
inevitably acts as a catalyst to transform an organizations culture.
t is essential to achieving knowledge management strategies;
however, any technical solution must add value to the process and achieve
measurable improvements.
Organizational i is the ability of an organization to gain insight
and understanding from experience through experimentation, observation,
analysis, and a willingness to learn from failure, not just success.
8
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KnowleDge management arChIteCture
si
t
ldip
m scic
ldip
oizi
oizi Dp
oizi
tc
Cp scic
tc
li
Cii Pc
li
si k
mi Diii, idi
ei
pie
9
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KnowleDge management arChIteCture
pi i ti aii
ldipCross-cultural
negotiation skills
Identifyknowledgecriticaltolearning.
Conductwork-centeredanalysis.Planhigh-levelstrategicapproach.
Establishgoalandprioritizeobjectives.
Denerequirementsanddevelop
measurement program.
Promotevaluesandnorms.Implementstrategy.
oizi
Organize to support
values for knowledge
management.
Identifycriticalknowledgegaps,opportunities,and risks.
Developbusinessprocessmodel.
Engagekeyaudienceswithincentives.
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BalanCeD KnowleDge management
ldi
oizi t
li
Thearchitectureofknowledgemanagementmust be strenghtened in supportoforganization-wideinitiatives.Itsfourpillars
require bd iii.
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the what, why, anD how of learnIng
Learning is the iii kd ki through study,experience, or instruction.
Learning is an i kd .Its ultimate end is to raise performance.
In the corporate world, learning is di b izi, ,kd, d ki i .
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learnIng from exPerIenCe
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learnIng looPs
In i- i, people spend the bulk of their time detectingand correcting deviations from the rules and procedures.
In db- i, people continuously challenge assumptions (status quo),categorizesecond-orderproblemsfrompatterns,andrethinkunderlyingstrategybasedoninsights.Theyareabletoreectonwhethertherulesmightneed
to be altered.
In i- i, the highest order of organizational learning,people question the raison dtre of organizations; reconsider its principlesand policies; and arrive at renewed statements of identity, values, culture,
and worldview (learning about learning) that may even impact their externalenvironment. Capacity to think creatively and act innovatively is multiplied.
People deliberate at length on the meaning of rules, not just whetherthe rules should be changed.
15
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rc ai ai
learnIng looPs
ti-l li
(How do we decide what is right?)
Db-l li
(Are we doing the right things?)
si-l li(Are we doing things right?)
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learnIng looPs
si l Db l ti l
Adaptive Learning Generative Learning Radical LearningApplyexistingrules/
procedures
CopingDealwithsymptoms
of problems
ExamineunderlyingcausesQuestionassumptions
andrules/procedures
Examinecorevalues
and identity
Rethinkfundamentalpurpose and principles
Efciencies
Improvedapplicationofrules/procedures
Newknowledgeandinsights
Revisedrules,systems,and strategies
Renewedstatement
of core values and purposRenewedidentity
qd- i is rarely associated with organizational learning:reectiveandcomparative,itanalyzessystemicoptionsandevaluates
the foundational claims of each.
qd- i investigates the deep assumptions of paradigmsand the principles they are built on, ethics, horizons, and approachestoknowledgecreation.Thepayoffsarebreakthroughsbyperpetualpractice
inhumane,built-for-changeorganizations.
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moDel of learnIng ProgressIon
D
rdii
K w
Ii
K h
Kd
K w
wid?
si
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motIvatIons BehInDKnowleDge management efforts
Typicalconsiderationsinclude:
Makingavailable id kd in the development
and provision of products and services.
Achieving d d .
Facilitatingandmanagingii and izi i.
Leveragingthei of people across the organization.
Increasingk ii between internal and external individuals.Managingbusinessi and allowing staff to obtain relevant insights
and ideas appropriate to their work.
Solvingintractableorikd b.
Managingi i and i in the workforce.
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motIvatIons BehInDKnowleDge management efforts
Toclarifyvision,purpose, values, and
organizational behavior
Toproduceawiderange of solutions to
organizational issues
Toreducethelikelihood
of repeated mistakes
Tounderstandrisksanddiversity more deeply
Toexpandthehorizonsof who we are and what
we can become
Forawarenessofthecriticalnature of interdependence
Toreconcilethepressuresoflong-termeffectivenessandshort-termefciency
Toincreaseabilityto manage change
Foranenergized
committed workforce
Forsuperiororganizationalperformance and
competitive advantage
Forclientrelations
Forinnovation Forindependenceand liberty
Toengageincommunity
Toavoiddecline
Tobalancethedemandsof stakeholders
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Cultural roaDBloCKs
7/31/2019 Understanding Knowledge Management and Learning Essentials (For Presentation)
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pi
Kdsi
si
ReciprocityReputeAltruism
OrganizationalcultureSocialnetworks
Cultural roaDBloCKsto KnowleDge management suCCess
c has been characterized as the glue that holds organizations together.
c i ii to
Settingandexecutingstrategy.
Determiningthesuccessorfailureofoperations.
Establishingemployeesatisfaction,jobcommitment,andturnover.
Managingknowledge,forexamplethroughknowledgesharing.
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Hav ousad
dsussoso odmaam?
Hav oudvod aod
maamsa?
Do ou havod
maamos
uda?
Hav ou bdood
maamsouos?
where are you In the Journey?
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early sIgnPosts to KnowleDge management
Kd d d i i and must be accounted for
and valued accordingly.
Knowledgemanagementrequires ii d bi di, izi,
, d iinanorganization-widesetting.
Knowledgemanagementmustboth i d dii
d did bf d i of the organization.
oizi kd , especially at lower levels
of corporate hierarchies.
sid izi i izi have a higher chanceof success in knowledge.
An is a precondition to knowledge sharing.
p kd d id b d d
if managers are to support knowledge management initiatives.
The kd did b
, , d ii.Theyareinterspersedthroughouttheknowledge management architecture of leadership, organization, technology, and learning.
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KnowleDge management anD learnIng In aDB
Kd m i aDBmovesADBtoimproveitsorganizationalculture,
management systems, business processes and information technology solutions,
communities of practice, and learning and development mechanisms.
ei Kd m
d s 2020: p ai, 20092011
delivered knowledge solutions and knowledge
services from four strategic thrusts:
SharpeningtheknowledgefocusinADBsoperations.
Empoweringcommunitiesofpractice.
Strengtheningexternalknowledge
partnerships.
Furtherenhancingstafflearning
and skills development.
24
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Ha
Udsad
Suo
A
Us
O
sp
d gci
Ii
uturestate
currentstate
results-DrIven management moDel
25
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perormancetoDay
perormancetomorrow
tecHnOlOgy
knOwleDgpeOple
OrgAnizAtiOn
the PromIse of KnowleDge management
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further reaDIng
aDB. 2008.Building Communities of Practice.Manila.Available:www.adb.org/publications/building-communities-pract
aDB. 2008.Notions of Knowledge Management.Manila.Available:www.adb.org/publications/notions-knowledge-
management aDB. 2008.Picking Investments in Knowledge Management.Manila.Available:www.adb.org/publications/picking-
investments
aDB. 2009.Glossary of Knowledge Management.Manila.Available:www.adb.org/publications/glossary-of-knowledge-management
aDB. 2009.The Roots of an Emerging Discipline.Manila.Available:www.adb.org/publications/roots-emerging-discipline
aDB. 2009.Building a Learning Organization.Manila.Available:www.adb.org/publications/building-a-learning-organization
aDB. 2009.Enhancing Knowledge Management Strategies.Manila.Available:www.adb.org/publications/enhancing-knowledge-management-strategies
aDB. 2009.A Primer on Organizational Culture.Manila.Available:www.adb.org/publications/primer-organizational-cultu
aDB. 2009.A Primer on Organizational Learning.Manila.Available:www.adb.org/publications/primer-on-organizational-learning
aDB. 2010.Seeding Knowledge Solutions Before, During, and After.Manila.Available:www.adb.org/publications/seeding-knowledge-solutions-during-and-after
aDB. 2012. Knowledge as Culture. mi. Available:www.adb.org/publications/knowledge-culture
27
http://www.adb.org/publications/building-communities-practicehttp://www.adb.org/publications/notions-knowledge-managementhttp://www.adb.org/publications/notions-knowledge-managementhttp://www.adb.org/publications/picking-investmentshttp://www.adb.org/publications/picking-investmentshttp://www.adb.org/publications/glossary-of-knowledge-managementhttp://www.adb.org/publications/glossary-of-knowledge-managementhttp://www.adb.org/publications/roots-emerging-disciplinehttp://www.adb.org/publications/building-a-learning-organizationhttp://www.adb.org/publications/building-a-learning-organizationhttp://www.adb.org/publications/enhancing-knowledge-management-strategieshttp://www.adb.org/publications/enhancing-knowledge-management-strategieshttp://www.adb.org/publications/primer-organizational-culturehttp://www.adb.org/publications/primer-on-organizational-learninghttp://www.adb.org/publications/primer-on-organizational-learninghttp://www.adb.org/publications/seeding-knowledge-solutions-during-and-afterhttp://www.adb.org/publications/seeding-knowledge-solutions-during-and-afterhttp://www.adb.org/publications/knowledge-culturehttp://www.adb.org/publications/knowledge-culturehttp://www.adb.org/publications/seeding-knowledge-solutions-during-and-afterhttp://www.adb.org/publications/seeding-knowledge-solutions-during-and-afterhttp://www.adb.org/publications/primer-on-organizational-learninghttp://www.adb.org/publications/primer-on-organizational-learninghttp://www.adb.org/publications/primer-organizational-culturehttp://www.adb.org/publications/enhancing-knowledge-management-strategieshttp://www.adb.org/publications/enhancing-knowledge-management-strategieshttp://www.adb.org/publications/building-a-learning-organizationhttp://www.adb.org/publications/building-a-learning-organizationhttp://www.adb.org/publications/roots-emerging-disciplinehttp://www.adb.org/publications/glossary-of-knowledge-managementhttp://www.adb.org/publications/glossary-of-knowledge-managementhttp://www.adb.org/publications/picking-investmentshttp://www.adb.org/publications/picking-investmentshttp://www.adb.org/publications/notions-knowledge-managementhttp://www.adb.org/publications/notions-knowledge-managementhttp://www.adb.org/publications/building-communities-practice7/31/2019 Understanding Knowledge Management and Learning Essentials (For Presentation)
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ADBsvisionisanAsiaandPacicregionfreeofpoverty.Itsmissionistohelpitsdevelopingmembercountriesreducepovertyandimprothequalityoflifeoftheirpeople.Despitetheregionsmanysuccesses,itremainshometotwo-thirdsoftheworldspoor:1.8billionpeopwholiveonlessthan$2aday,with903millionstrugglingonlessthan$1.25aday.ADBiscommittedtoreducingpovertythroughinclus
economic growth, environmentally sustainable growth, and regional integration.
BasedinManila,ADBisownedby67members,including48fromtheregion.Itsmaininstrumentsforhelpingitsdevelopingmembercountries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.
Formoreinformation,contactKd si d si c
AsianDevelopmentBank6ADBAvenue,MandaluyongCity1550 Metro Manila, Philippines
www.adb.org/knowledge-management/
aBout the asIan DeveloPment BanK
2012 by asn Dopmn Bnk. a ghs s
Juy 2012
KnowledgePrimersserveasquickintroductionstoknowledgemanagementandlearningapplicationsindevelopmentwork.
Inanattractivepackage,theyaresuitableforinteractivepresentationsandself-learningforaction.TheyareofferedasresourcestoADBstaff.Theymayalsoappealtothedevelopmentcommunityandpeoplehavinginterestinknowledgeandlearning.
28
mailto:knowledge%40adb.org?subject=More%20information%20pleasehttp://www.adb.org/knowledge-management/http://www.adb.org/knowledge-management/mailto:knowledge%40adb.org?subject=More%20information%20please