Post on 23-Dec-2015
Next Generation Knowledge Management
Has knowledge management delivered the goods? Can it?
Howard Rosenbaum hrosenba@indiana.edu
http://www.slis.indiana.edu/hrosenba/www/Pres/london_04/index.html
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Has knowledge management delivered the goods? Can it?
Has KM delivered the goods? Can it?
I. KM as a computerization movement
• What is the promise of KM?
II. What does KM need?
• The context
• Social networks
• Collaborative KM technologies
III. Can next-generation KM deliver?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
I. KM as a computerization movement
What is a computerization movement (CM)?
A social process that develops around a core ICT (or ICTs)
KM systems are brought into organizational settings and integrated into social and work practices
It involves organized and collective action and is rooted in a “socially constructed process of societal mobilization” (Iacono and Kling, 1998)
It has an ideology, typically technological utopianism
A strong belief that ICTs (KM systems) can cause positive social and organizational change
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Actors in a CM: researchers, vendors, consultants, professional groups, trade press, media, organizations, and sometimes the public
Champions and activists develop and engage in a public discourse about the core ICT
If successful, contested meanings and uses become stabilized
Stability is important to the continued development of the CM
Helps gather resources, recruit new members, convince organizations to try the technology
I. KM as a computerization movement
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Central to the public discourse about a CM is the process of framing
Social meaning is constructed, disseminated, and stabilized through writing, debate, and discussion
Within technological frames, socially constructed meanings are ascribed to specific technologies (Bijker 1997)
Linking relevant social actors and the ways in which they understand a technology as having meaning and uses (Iacono and Kling, 1998)
I. KM as a computerization movement
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
I. KM as a computerization movement
As the frame has developed, KM’s core ICTs have been interpretively flexible
Once the frame has been accepted, for a time it fixes the meaning of the ICT
This includes:
Key problems the ICT addresses, acceptable problem solving strategies, a range of acceptable resolutions
Theories that can be used to develop it, tacit knowledge and practices supporting implementation and uses, exemplary artifacts representing the ICT’s output
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
I. KM as a computerization movement
KM’s technological frames have influenced people inside and outside of the CM
Internal roles: recruit new members for the CM
Mobilize similarly situated organizations to reject old cultural models and to identify with new ones
External role: persuade a broader audience that KM systems are valuable, useful, and lead to a better social or organizational order
Successful framing has singled out organizational problems that can be improved with KM systems and provided a clearer sense of how to address them
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Technological frames offer common sense notions about why ICT are the way they are and why there should be change
Non-technical people gain deeper understandings about how KM systems are used in different situations
Frames play a role in the organizational acceptance of KM’s ideology of transformation
They justify high levels of investment in KM systems and set expectations about how systems can be used
They are a bridge between abstract, macro-level social processes and micro-level social and work practices
I. KM as a computerization movement
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
CMs have historical trajectories
One can appear and just as quickly disappear
One can appear, gain momentum and become successful in a path of increasing influence and impact
One can appear, gain momentum, falter, become stagnant, and then revive
Dr. Koenig will provide insight into KM’s trajectory
The social impact of a CM can wax and wane over time
What matters: participants’ organizational strength, judgments of near and far-term success, and existing opportunity structures (market forces)
I. KM as a computerization movement
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
At different points in a CMs’s trajectory, frames open up new possibilities for action (and close others)
The spread of these frames across many layers of public discourse mobilizes large-scale support and suggests specific lines of action within micro-social contexts such as organizations restructuring themselves in order to implement and effectively use internetworking technologies in their routine activities
(Iacono and Kling, 1998; 2)
I. KM as a computerization movement
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
CMs are often accompanied by computerization counter-movements who also frame the CM’s ICT
These arise out of the collective action of activists who “oppose certain modes of computerization” that are seen as “bringing about an inappropriate social order”
They challenge more localized changes thought to result from some component of a specific CM
This can be seen in the professional and academic discourse about the benefits and costs of KM CCM Information Research Weblog http://www.free-conversant.com/irweblog/channel/knowledgemanagement
I. KM as a computerization movement
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Frames allow participants to sharpen support for or critique of the facet of the CM that is their focus
It’s less important to verify truth claims about the relationship between the core ICT and social change
It’s more important to selectively frame an interpretive schema so groups and organizations can understand and interpret the meaning of the ICT for their own contexts and practices
As a consequence, frames and the discourse of which they are a part may misrepresent actual practice for long periods of time (Iacono and Kling, 1998)
I. KM as a computerization movement
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
What is the promise of knowledge management?
Better decision making and improved organizational performance
Better services and products for customers
Faster generation and application of ideas and innovations
Increased richness and reach in communication
Access to internal and external networks
Access to competitor and market intelligence
Reduced loss of knowledge due to staff turnover
I. KM as a computerization movement
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Has knowledge management delivered the goods? Can it?
Has KM delivered the goods? Can it?
I. KM as a computerization movement
• What is the promise of KM?
II. What does KM need?
• The context
• Social networks
• Collaborative KM technologies
III. Can next-generation KM deliver?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
At this point in its trajectory, KM’s technological frame is again contested
The public and professional discourse is lively
Academic researchers, vendors, practitioners, consultants, professional groups, trade press and media are supporting and attacking KM
Many are calling for changes
Next generation knowledge management!
New practices and technologies
Assessment of methods and metrics for measurement
II. What does KM need?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Having mined insights from other disciplines, KM now seems to be discovering library and information science
This is part of Dr. Koenig’s assertion that KM is in a third stage
Since this is also my discipline, I will draw upon it for three interesting ideas that stand a chance to shape the discourse about next generation KM
Context
Social networks
Collaborative technologies
II. What does KM need?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
The context
An older meaning: the parts of a discourse that surround a word or passage and throw light on its meaning
In general, a context is a set of interrelated conditions in which something exists or occurs
An environment that encompasses the circumstances, objects, or conditions within which one is surrounded
A constellation of sociotechnical, institutional, political, economic, cultural, and organizational conditions in which people are enveloped
II. What does KM need?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
The context of knowledge creation or discovery, evaluation, and use is not adequately represented in KM systems
What were the original conditions under which knowledge was created or discovered?
What problem was it intended to address?
What are the credentials of the person or group that created or discovered it? Who assessed it?
How can KM systems adequately represent trust?
Kelleher will address contextual issues, linking KM with other organizational functions
II. What does KM need?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Social networks
The concept is receiving attention in many disciplines
It includes a set of people and the relationships and interactions among them
Computer-supported social networks include the ICTs used by the people to maintain their relationships and interactions
Sociotechnical interaction networks expand the concept to include much more of the social and organizational contexts in which people interact
No matter which we choose, social networks are not adequately accounted for in KM systems
II. What does KM need?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
People in organizations are involved in social networks through which important knowledge is exchanged
Some is not codified
Legal liability, political sensitivity, thought to be trivial
Social resources are important
Sometimes people need to use contacts people in the networks have with people outside the network
People don’t necessarily need access to experts
Social or contextual expertise instead of factual expertise
How can KM systems help with this?
II. What does KM need?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Social networks of personal relationships are critical to successful knowledge sharing
They grow and develop through a series of reciprocal favors and obligations
Knowing the inventory of social knowledge and resources in the network is important
This builds a pool of mutual knowledge and trusted relationships
These networks are supported though regular interaction and conversation
How can KM systems support this type of social network?
II. What does KM need?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Social networks will receive serious attention throughout the day
Stenmark will discuss the importance of everyday activities in KM
O’Sullivan and Hughes will discuss people networks as a new model for KM
Mowbray will provide insights into developing online communities for KM
Griffiths will explain the role of community coaching as a novel approach to KM
Keeble will discuss the challenge of organizational buy-in
II. What does KM need?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Collaborative technologies
Social software supporting group activities and interactions across national and cultural boundaries
Augmenting socializing, networking, and work
Two major goals of KM collaboration technology
Enable participants to collaborate easily whether remote or co-located
Be able to share their output effectively with the rest of the organization
Morrison will discuss organizational collaboration for personal information management
II. What does KM need?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Social software
Blogs, RSS, Wikis
Instant messaging
Peer to peer network
FOAF (friend of a friend): machine readable finding data
Open Collaboration Services Initiative
Ward will be discussing narrative and story as means to facilitate knowledge exchange
Creighton will what is involved in managing a large-scale collaboration technology
II. What does KM need?
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Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
QuickTime™ and aTIFF (Uncompressed) decompressor
are needed to see this picture.
http://www.geekculture.com/joyoftech/joyimages/529.gif
II. What does KM need?
And of course, there will be a need for anti-social software
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Has knowledge management delivered the goods? Can it?
Has KM delivered the goods? Can it?
I. KM as a computerization movement
• What is the promise of KM?
II. What does KM need?
• The context
• Social networks
• Collaborative KM technologies
III. Can next-generation KM deliver?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
KM is a computerization movement in a stage where the meaning and uses of its core technologies are in flux
You are engaging in the public discourse that will stabilize its meanings and uses, shaping its future
There is a growing recognition that KM is a collaborative activity
Abell will be discussing this shortly
It depends on the creation of shared context between the participants
KM has to align itself with the ways in which people work
III. Can next-generation KM deliver?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Next generation KM may be developed from the bottom-up
A decentralized grass-roots movement making heavy use of social software
People can share knowledge in person-to-person (or small group), just-in-time interactions
They can do this in the context of solving specific business problems
The key may being able to find the right person with the right knowledge at the right time
Know-who over know-how
III. Can next-generation KM deliver?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Next generation KM will rely more heavily on tools for personal content and knowledge management
Tools for the capture, organization, recall and dissemination of documents, messages and other personal knowledge
Done in an intuitive, transparent, automatic, personally customizable and simple manner
Blogs, RSS, knowledge mining tools
People develop self-managing knowledge communitiesPollard, (2003)http://blogs.salon.com/0002007/images/TheFutureofKnowledge Management.doc
III. Can next-generation KM deliver?
Rosenbaum: Knowledge ManagementSchool of Library and Information Science@IU
Has knowledge management delivered on its promise?
Not yet!
Can next generation KM deliver on its promise?
YES!
Depending on what we all do in the next several years
III. Can next-generation KM deliver?
Social practices: concrete, situated, and often mundane activities in which we are engaged as we enter, work and play in, and exit a variety of social settings during the course of a day
An organization can be seen an example of a setting within which specific sets of social practices are carried out by organizational members as they interact
Social life is generated through social practices in ordinary contexts and is a skilled and ongoing production of knowledgeable actors
III. Context as information environment
Next Generation Knowledge Management
Has knowledge management delivered the goods? Can it?
Howard Rosenbaum hrosenba@indiana.edu
http://www.slis.indiana.edu/hrosenba/www/Pres/london_04/index.html