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![Page 1: 1. Define core knowledge 2. List the three phases of developing a core knowledge framework 3. Describe core business of an organisation and its knowledge.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649ea15503460f94ba450c/html5/thumbnails/1.jpg)
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1. Define core knowledge 2. List the three phases of developing a
core knowledge framework3. Describe core business of an
organisation and its knowledge requirements
4. Analyse a business to identify the knowledge domain
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5. Outline why knowledge capabilities can influence core knowledge
6. Construct a definition of core knowledge for an organisation
7. Explain issues that need to be considered when designing a core knowledge policy
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8. Examine potential challenges associated with mapping core knowledge in an organisation
9. Identify issues that may need to be resolved when developing a knowledge repository
10. Outline issues likely to arise over content authorship
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What is core knowledge? Why is it important to clarify the
scope and nature of core knowledge?
What are some of the likely issues which may arise when building a content management system?
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Most organisations face a knowledge glut
Many apply a ‘kitchen sink’ approach to providing access to knowledge
This can prevent useful application of knowledge
The goal of knowledge management is to facilitate ready access to critical knowledge when people need it
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Content management Vital to effective knowledge
management Identifies and categorises valued
knowledge (today’s session)Manages and maintains the currency
and accessibility of that knowledge (Session 8)
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Strategic or operational knowledge which contributes to essential organisational processes or outcomes
Long-term value to the organisation Enables high performance on core
activities Justifies the cost of knowledge capture
and management Minimises duplication, misinformation
and redundant effort
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Knowledge management relies on an effective content management system (CMS)
The CMS is developed progressively: Phase 1: clarify the core knowledge scope Phase 2: define core knowledge parameters Phase 3: develop the core knowledge
structure
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Explores the types of core knowledge found in the organisation and the ways in which that knowledge is used
Clarifies the nature of the core business which is undertaken
Determines the knowledge domain to be supported and encouraged
Ensures staff have the capabilities to use that knowledge
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Identifying the core business and its knowledge requirements
What are the major organisational activities? Where is the firm going? Is there specialised or unique knowledge? Which knowledge needs to be shared? Can the costs of sharing be recouped through
the use of that knowledge? What are the benefits of enabling the use of
the knowledge by others?
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Define the knowledge domain Areas of knowledge that support the core
business strategy of the organisation Each organisation develops a different
knowledge domain Knowledge which members need to share
and use as common resources Knowledge which is strategic and needs
to be developed and cultivated over time
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Review knowledge capabilities Identification of desired capabilities, valuable sources of knowledge, demonstrable capabilities and knowledge practices
What do our employees really know?What should they know?How can they gain this knowledge?
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Defines and builds policies relating to the core knowledge domain identified in phase 1
Provides boundaries for the core knowledge to be supported in the KMS
Ensures relevant contributions to the system, and appropriate use of the system
Still accommodates evolving requirements
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Defining core knowledge Clear definition of what is important Directs employee attention and
resources to that knowledge Should reflect the capacity to manage,
contribute to and resource the resultant domain
May commence with a very tight focus and then expand as time progresses
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Categories of core knowledge: Basic core knowledge: essential knowledge
generated, shared and accessed by all staff Strategic core knowledge: limited access,
progressive development, needs updating Developmental core knowledge: potentially
beneficial, but still under development
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Defining the core — practical considerations: Absorptive capacity of the individuals Will there be sufficient return on the
investment costs of capturing, recording and maintaining knowledge?
Does the increased management add value? Can the system be maintained? Will the KMS make the knowledge more
accessible?
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Develop the core knowledge policy Describes the nature of core knowledge Clarifies importance and value of
knowledge Outlines the roles of various stakeholders Provides guidance on the overall
principles to be applied Policies do not normally include
procedures and practice — these are contained in guidelines which can change as required
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Some policy considerations What, how and when will employees
share their core knowledge? Policy implementation Relationship with other organisational
processes and systems? Confidential, competitive knowledge Ephemeral strategic knowledge
management
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Systems and processes which assist with mapping and organising the organisation’s core knowledge
Encompasses mapping, categorising, indexing and otherwise labelling core knowledge to facilitate its management
Enables the ready retrieval of core knowledge through effective search processes
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User-driven core knowledgeversus
Systematic core knowledge definition
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Mapping core knowledge Knowledge maps describe the core
knowledge categories and focal areas Define the structural breakdown of the
different core knowledge areas Two types of maps can be developed:
relational knowledge maps or operational knowledge maps
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Establishing and promoting the knowledge repository
Repositories link the different sources by integrating them into a single united system which can be searched in many different ways
Structured or unstructured repository management strategies?
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Structured repository management Integrate the use of common structures,
formally constituted headings and content descriptors to describe the content
Keyword headings facilitate subsequent retrieval by providing predictable and reliable terms which are used by both contributors and knowledge seekers
Descriptors guide the user as to the defined content to be found under a keyword
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Unstructured knowledge repositories Knowledge is not structured in terms of
content, but is found using free-text searching
Usage is flexible, and sources can be accessed in many creative ways
Successful identification of sources relies on the use of common language and ideas
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Repository design principles Ensure only core knowledge is included Clarify the level of control over content Browser design should match the user
needs and capabilities There should be easy access to the system
and user guidance Search agents may assist the user
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Knowledge in repositories will be reused, adapted and generally changed over time
Should people be recognised for their contributions?
The source documentation can recognise each individual’s contribution and the date of the contribution
Recognition and reward systems may also integrate this information
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Content management is a critical factor in building an effective KMS
Core knowledge should be clearly defined and agreed before the KMS is implemented
Structured and well controlled systems provide better overall support to the user
Knowledge repositories rely on effective knowledge maps to guide their structure and management
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What is core knowledge? Why is it important to clarify the
scope and nature of core knowledge?
What are some of the likely issues which may arise when building a content management system?