Capturing Tacit Knowledge

B. Information Technology (IS)CISB454: Introduction to Knowledge Management

Learning Objectives

At the end of this lesson, you should be able to: define and describe the knowledge

capture process identify experts discuss the pros and cons of using

single vs. multiple experts use interview as a knowledge

capture tool identify sources of errors and

problems in interview

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Capturing Tacit Knowledge

The Knowledge Capture Process

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Iterative

KM System Life Cycle

Evaluate Existing Infrastructure

Knowledge Capture

Design KMS Blueprint

Verify and Validate the KM System

Implement the KM System

Manage Change and Rewards Structure

Form KM Team

Post-system evaluation

Knowledge CaptureDefinition

A process by which the expert’s thoughts and experiences are captured

A knowledge develo-per collaborates with an expert to convert expertise into a coded program

Knowing how experts know what they know

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Knowledge CaptureImproving Knowledge Capture

Focus on how experts approach a problem

Look beyond the facts or the heuristics

Re-evaluate how well the problem domain is understood

How accurate the problem is modeled

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Capturing Tacit Knowledge

Identifying Experts

Identifying ExpertsExpert’s Qualifications

Knows when to follow hunchesSees big picturePossesses good communication

skillsTolerates stressThinks creativelyExhibits self-confidenceMaintains credibility

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Expert’s Qualifications

Operates within a schema-driven orien-tation

Uses chunked knowledgeGenerates motivation and

enthusiasmShares expertise willinglyEmulates a good teacher’s

habits

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Capturing Tacit Knowledge

Single vs. Multiple Experts

Using a Single ExpertAdvantages

Ideal when building a simple KM system

A problem in a re-stricted domain

Easier coordination for knowledge cap-ture

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Using a Single ExpertAdvantages

Conflicts are easier to resolve

Shares more confi-dentiality than does multiple expert

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Using a Single ExpertDrawbacks

Expert’s knowledge is not easy to cap-ture

Single expert pro-vides only a single line of reasoning

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Using a Single ExpertDrawbacks

Single expert more likely to change scheduled meetings than experts in a team

Expert knowledge is sometimes disper-sed

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Using Multiple ExpertsAdvantages

Complex problem domains benefit from expertise of more than one expert

Working with mul-tiple experts stimu-lates interaction

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Using Multiple ExpertsAdvantages

Allow alternative ways of representing knowledge

Formal meetings of-ten a better environ-ment for generating thoughtful contribu-tions

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Using Multiple ExpertsDrawbacks

Scheduling difficulties

Disagreements often occur among experts

Confidentiality issuesRequires more than

one knowledge deve-loper

Process loss in deter-mining a solution

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Developing a Relationship With Experts

Create the right im-pression

Do not underesti-mate the expert’s experience

Prepare well for the session

Decide where to hold the session

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Styles of Expert’s Expressions

Procedure type methodical approach to the

solutionStoryteller

focuses on the content of the domain at the expense of the solution

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Styles of Expert’s Expressions

Godfather compulsion to take over the

sessionSalesperson

spends most of the time explaining his or her solution is the best

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Approaching Multiple Experts

IndividuallyPrimary and

Secon-dary Start with the

senior expert first

on down to others in the hierarchy

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Approaching Multiple Experts

Small groups each expert tested against

expertise of others in the group

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Watch Out! Analogies and Uncertainties

Experts use analogies to explain events

Expert’s knowledge is the ability to take uncertain information and use a plausible line of reasoning to clarify the fuzzy details

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Watch Out! Analogies and Uncertainties

Reliable knowledge capture requires understanding and interpreting expert’s verbal description of information, heuristics, etc.

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Capturing Tacit Knowledge

Interview as a Knowledge Capture

Tool

The Interview as a Tool

Commonly used in the early stages of tacit knowledge cap-ture

The voluntary nature of the interview is important

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The Interview As a Tool

Interviewing as a tool requires training and preparation

Convenient tool for evaluating the vali-dity of information acquired

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Types of Interviews

Structured Questions and responses are

definitive Used when specific information is

soughtSemi-structured

Predefined questions are asked but allow expert some freedom in expressing the answers

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Types of Interviews

Unstructured Neither the questions nor their

responses specified in advance Used when exploring an issue

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Variations of Structured Questions

Multiple-choice questions offer specific choices, faster tabulation, and less bias by the way answers are ordered

Dichotomous (Yes/No) questions are a special type of multiple-choice question

Ranking scale questions ask expert to arrange items in a list in order of their important or preference

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Guide to a Successful Interview

Set the stage and establish rapport

Properly phrase the questions

Question construction is important

Listen closely and avoid arguments

Evaluate session out-comes

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Things to Avoid

Taping the session without permission from the expert

Converting the inter-view into an inter-rogation

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Things to Avoid

Interrupting the ex-pert

Asking questions that put the domain expert on the defen-sive

Losing control of the session

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Things to Avoid

Pretending to under-stand an explana-tion when you actu-ally don’t

Promising some-thing that cannot be delivered

Bring items not on the agenda

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Capturing Tacit Knowledge

Errors and Problems in Interview

Sources of Error that Reduce Information ReliabilityExpert’s

perceptual slantExpert’s failure

to remember just what happened

Expert’s fear of the unknown

Communication prob-lems

Role bias

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Errors Made by the Knowledge Developer

Age effectRace effectGender effect

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Problems Encountered During Interview

Response biasInconsistencyCommunication

difficultiesHostile attitudeStandardized

questionsLengthy

questionsLong interview

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THE END

Copyright © 2010 Mohd. Sharifuddin Ahmad, PhD

College of Information Technology