Understanding Knowledge Management and Learning Essentials (For Print)

7/31/2019 Understanding Knowledge Management and Learning Essentials (For Print)

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Organization, People, Knowledge, and Technology for Learning

OLIVIER SERRATPrincipal Knowledge Sharing and Services Specialist

Knowledge Sharing and Services Center

Regional and Sustainable Development DepartmentAsian Development Bank


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1Organization, People, Knowledge, and Technology for Learning

DATA,INFORMATION,

AND KNOWLEDGE

KNOWLEDGEASSETS

Data are discrete and objective facts, measurements, or observationsthat can be analyzed to generate information.

Inormation is data that have been categorized, analyzed,summarized, and placed in context in a form that has structureand meaning.

Knowledge is a combination of data and information, to whichis added expert opinion, skills, and experience, resulting in a valuableasset that aids decision making.

Knowledge is what you learn from experiencebefore, during,and after the event.

TACIT KNOWLEDGE IS Know-howfromdeeplypersonalexperience,aptitudes,skills,

perceptions, insights, and intuition. Difculttocommunicateinformsotherthanpersonalcontact

and regular interaction.

EXPLICIT KNOWLEDGE IS Know-whatthathasbeenorcanbedescribed,articulated,codied,andstored.

Readilysharedinformallanguage,print,orelectronicmedia.

=Media-based 20%

80%

Paper-based,multimedia,digitindexed, digitally active, etc.

= In peoples heads

EXPLICITKNOWLEDGE

TACITKNOWLEDGE


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CORE KNOWLEDGEACTIVITIES

CORE KNOWLEDGE ACTIVITIES are what activities are widely usedby an organization to manage knowledge.

REQUIREMENTS1. Activities should be aligned or integrated into business processes.2. Activities should be balancedaccordingtothespecicitiesofeach

organization.

A knowledge management solution should not focus only on oneor two activities in isolation. CREATE

KNOWLEDGE

IDENTIFYKNOWLEDGE

STOREKNOWLEDG

USEKNOWLEDGE

SHAREKNOWLEDGE

CreateIdentiy Store Share Use

Inventorizepeople andsystem-based

knowledgeassets.

Gatherknowledgeassets frompeople or

systems thathold it.

Organizeknowledgeassets into

codiableandnoncodiable

categories.

Pass knowledgeassets between

people orsystems.

Use theknowledgeassets forbenet.


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KNOWLEDGEMANAGEMENT

KNOWLEDGE MANAGEMENT IS Theormal and directed process of enabling vital individualandcollectiveknowledgeresourcestobeidentied,created,stored, shared, and used more easily to improve organizationalperformance.

Theusion o inormation management and organizationallearning.

Knowledgeagents comprise individuals,

groups,theintra-organizationaldomain,andtheinter-organizationaldomain.

Knowledge management ofteninvolves a spiral process acrossknowledge agents.

KNOWLEDGE

AGENTS

KnowledgeAssets

Individual GroupIntra-

OrganizationalDomain

Inter-Organizational

Domain

TacitKnowledge

Cross-culturalnegotiation

skills

Teamcoordination incomplex work

CorporateCulture

Customerexpectations andattitudes toward

products andservices

ExplicitKnowledge

Knowledgecalculus

Quality circlesOrganization

charts

Patents anddocumented

practices


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KNOWLEDGEMANAGEMENTARCHITECTURE

Anarchitecture must be built to initiate and implementorganization-wideknowledgemanagementinitiatives. Four pillars are critical to success: (i) leadership, (ii) organization,

(iii) technology, and (iv) learning. Leadership develops the strategies necessary to position for

success in an environment. Respectforknowledgemustpervadeanorganization:

introducing knowledge management requires organizationalchange, and knowledge management inevitably acts as a catalystto transform an organizations culture.

Technology is essential to achieving knowledge management

strategies; however, any technical solution must add value to theprocess and achieve measurable improvements.

Organizationallearning is the ability of an organization to gaininsight and understanding from experience through experimentation,observation, analysis, and a willingness to learn from failure,not just success.

Society

Technolo

Leadership

Management Science

Leadership

Organization

Organizational Development

Organization

Technology

Computer Science

Technology

Learning

Cognitive Psychology

Learning

Strategic Framework

Multiple Disciplines, including

Environment

PolityEconomy


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Pillar Function Typical Activity

Leadership

Cross-cultural

negotiation skills

Identifyknowledgecriticaltolearning. Conductwork-centeredanalysis. Planhigh-levelstrategicapproach. Establishgoalandprioritizeobjectives.

Denerequirementsanddevelopmeasurementprogram.

Promotevaluesandnorms. Implementstrategy.

Organization

Organize tosupport valuesfor knowledgemanagement.

Identifycriticalknowledgegaps,opportunities,and risks.

Developbusinessprocessmodel. Engagekeyaudienceswithincentives.

TechnologyCollect and

connectknowledge.

Enhancesystemintegrationandaccess. Deployintelligentagentsforpeople. Exploitsemantictechnologies. Reuseexistingcapabilitiesinnewways. Monitor,measure,andreportknowledge

performance metrics.

Learning

Cultivate andutilize virtualteams and

exchange forums

for knowledgemanagement.

Enlivencollaboration. Facilitatecommunitiesofpractice. Encouragestorytelling.

Recognizeandrewardknowledgesharing.

KNOWLEDGEMANAGEMENTARCHITECTURE


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BALANCEDKNOWLEDGE

MANAGEMENT

Thearchitectureofknowledgemanagementmustbestrenghtenedinsupportoforganization-wideinitiatives.Itsfourpillarsrequirebalanced interconnectivity.

Leadership

Organization Technology

Learning


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THE WHAT, WHY,AND HOW

OF LEARNING

LEARNINGFROM EXPERIENCE

Learning is the acquisition o knowledge or skills through study,experience, or instruction.

Learning is an integral part o knowledge management. Its ultimateend is to raise performance.

In the corporate world, learning is driven by organization, people,knowledge, and technology working in harmony.


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LEARNING LOOPS In single-loop learning, people spend the bulk of their time detectingand correcting deviations from the rules and procedures.

In double-loop learning, people continuously challenge assumptions(statusquo),categorizesecond-orderproblemsfrompatterns,andrethinkunderlyingstrategybasedoninsights.Theyareabletoreecton whether the rules might need to be altered.

In triple-loop learning, the highest order of organizational learning,people question the raison dtre of organizations; reconsider itsprinciples and policies; and arrive at renewed statements of identity,

values, culture, and worldview (learning about learning) that may evenimpact their external environment. Capacity to think creatively and actinnovatively is multiplied. People deliberate at length on the meaningof rules, not just whether the rules should be changed.

ResultsContext Assumptions Actions

Triple-Loop Learning

(How do we decide what is right?)

Double-Loop Learning

(Are we doing the right things?)

Single-Loop Learning

(Are we doing things right?)


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LEARNING LOOPS

Single Loop Double Loop Triple Loop

Adaptive Learning Generative Learning Radical Learning

Applyexistingrules/procedures

Coping Dealwithsymptoms

of problems

Examineunderlyingcauses Questionassumptionsandrules/procedures

Examinecorevaluesand identity

Rethinkfundamentalpurpose and principles

Efciencies Improvedapplicationofrules/procedures

Newknowledgeandinsights

Revisedrules,systems,and strategies

Renewedstatementof core values andpurpose

Renewedidentity

Quadruple-loop learning is rarely associated with organizationallearning:reectiveandcomparative,itanalyzessystemicoptionsandevaluates the foundational claims of each.

Quadruple-loop learning investigates the deep assumptions ofparadigms and the principles they are built on, ethics, horizons, andapproachestoknowledgecreation.Thepayoffsarebreakthroughsbyperpetualpracticeinhumane,built-for-changeorganizations.


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MODEL OFLEARNING

PROGRESSION

Data

Reductionist

Know What

Inormation

Know How

Knowledge

Know Why

Wisdom?

Systemic


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MOTIVATIONSBEHIND

KNOWLEDGEMANAGEMENT

EFFORTS

Typicalconsiderationsinclude: Makingavailable increased knowledge content in thedevelopment and provision of products and services.

Achievingshorter product development cycles. Facilitatingandmanaginginnovation and organizational learning. Leveragingtheexpertise of people across the organization. Increasingnetwork connectivity between internal and external

individuals. Managingbusinessenvironments and allowing staff to obtain

relevant insights and ideas appropriate to their work. Solvingintractableorwicked problems.

Managingintellectual capital and intellectual assets in theworkforce.

Toclarifyvision,purpose, values, and

organizational behavior

Toproduceawiderange of solutions toorganizational issues

Toreducethelikelihoodof repeated mistakes

Tounderstandrisksand

diversity more deeply

Toexpandthehorizonsof who we are and what

we can become

Forawarenessofthecriticalnature of interdependence

Toreconcilethepressuresoflong-termeffectivenessandshort-termefciency

Toincreaseabilityto manage change

Foranenergizedcommitted workforce

Forsuperiororganizationalperformance and

competitive advantage

Forclientrelations

Forinnovation Forindependenceand liberty

Toengageincommunity

Toavoiddecline

Tobalancethedemands

of stakeholders


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CULTURALROADBLOCKS

TO KNOWLEDGEMANAGEMENT

SUCCESS

WHERE ARE YOUIN THE JOURNEY?

PsychologicalFactorsKnowledge

Sharing

SocialFactorsReciprocityReputeAltruism

OrganizationalcultureSocialnetworks

Culture has been characterized as the glue that holds organizationstogether.

Culture is critical to Settingandexecutingstrategy. Determiningthesuccessorfailureofoperations. Establishingemployeesatisfaction,jobcommitment,andturnover. Managingknowledge,forexamplethroughknowledgesharing.

Have youstarted

discussionson knowledgemanagement?

Have youdeveloped aknowledge

managementstrategy?

Do you haveknowledge

managementpilots

underway?

Have you beendeployingknowledge

managementsolutions?


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EARLY SIGNPOSTSTO KNOWLEDGE

MANAGEMENT

Knowledge products and services are strategic and must beaccounted for and valued accordingly. Knowledgemanagementrequiresintegration and balancing

o leadership, organization, technology, and learning in anorganization-widesetting.

Knowledgemanagementmustbothmeet the requirements o andconditions or success and the desired benefts and expectationsof the organization.

Organizational culture aects knowledge management,especially at lower levels of corporate hierarchies.

Streamlined organization with strong organizational culture have

a higher chance of success in knowledge. Anatmosphere o trust is a precondition to knowledge sharing. Proposals or knowledge management should include both

sot and hard measures if managers are to support knowledgemanagement initiatives.

Thesuccess actors or knowledge management are dominatedby management concerns or people, process, and outcomeorientation.Theyareinterspersedthroughouttheknowledgemanagement architecture of leadership, organization, technology,and learning.


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KNOWLEDGEMANAGEMENT AND

LEARNING IN ADB

Knowledge Management in ADBmovesADBtoimproveitsorganizational culture, management systems, business processesand information technology solutions, communities of practice,and learning and development mechanisms.

Enhancing Knowledge Management under Strategy 2020:Plan o Action, 20092011 delivered knowledge solutions andknowledge services from four strategic thrusts: SharpeningtheknowledgefocusinADBsoperations. Empoweringcommunitiesofpractice. Strengtheningexternalknowledgepartnerships.

Furtherenhancingstafflearningandskillsdevelopment.


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RESULTS-DRIVENMANAGEMENT

MODEL


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THE PROMISEOF KNOWLEDGE

MANAGEMENT

PERFORMANCETODAY

PERFORMANCETOMORROW

TECHNOLOGY

KNOWLEDGPEOPLE

ORGANIZATION


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FURTHER READING ADB. 2008.Building Communities of Practice. Manila. Available:www.adb.org/publications/building-communities-practice

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. Availablewww.adb.org/publications/primer-organizational-culture

ADB. 2009.A Primer on Organizational Learning. Manila.Available:www.adb.org/publications/primer-on-organizational-learning

ADB. 2010.Seeding Knowledge Solutions Before, During, andAfter.Manila.Available:www.adb.org/publications/seeding-knowledge-solutions-during-and-after

ADB. 2012. Knowledge as Culture. Manila. Available: www.adb.org/publications/knowledge-culture


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ADBsvisionisanAsiaandPacicregionfreeofpoverty.Its mission is to help its developing member countries reduce povertyandimprovethequalityoflifeoftheirpeople.Despitetheregionsmanysuccesses,itremainshometotwo-thirdsoftheworldspoor:1.8 billion people who live on less than $2 a day, with 903 millionstrugglingonlessthan$1.25aday.ADBiscommittedtoreducingpoverty through inclusive economic growth, environmentallysustainable growth, and regional integration.

BasedinManila,ADBisownedby67members,including48from the region. Its main instruments for helping its developingmember countries are policy dialogue, loans, equity investments,guarantees, grants, and technical assistance.

Formoreinformation,contactKnowledge Sharing and Services CenterAsianDevelopmentBank6ADBAvenue,MandaluyongCity1550 Metro Manila, PhilippinesTel +6326326710Fax [email protected]/knowledge-management/

ABOUT THE ASIAN DEVELOPMENT BANK

July 2012 2012 by Asian Development Bank. All rights reserved.

KnowledgePrimersserveasquickintroductionstoknowledgemanagement and learning applications in development work.

In an attractive package, they are suitable for interactive presentationsandself-learningforaction.Theyareofferedasresources

toADBstaff.Theymayalsoappealtothedevelopmentcommunityand people having interest in knowledge and learning.

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Understanding Knowledge Management and Learning Essentials (For Print)