CIHRM Knowledge Management

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Knowledge

ManagementUnit 1

Topic 1Prof. Lavina Singh

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What is Knowledge?

Acc. To Denham Grey, knowledge is thefull utilization of information and data,

coupled with potential of peoples skills,competencies, ideas, intuitions,commitments , and motivation.

In other words knowledge is organizedinformation applicable to problem solving(Woolf,1990).

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Knowledge Hierarchy

Data

information

knowledge

wisdom

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Knowledge hierarchy

Data : unorganized and crude facts.

Information: collection of data.

Knowledge: processed information.

Wisdom: awareness of completeness thatdoes not lose sight of particularity or

concreteness.

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What is KnowledgeManagement(KM)?

KM can be defined as a systematic disciplineand a set of approaches to enableinformation and knowledge to grow, flow andcreate value in an organization.

This involves people, information , workflows,best practices, alliances, and communities ofpractice.

KM is also broadly understood as any processor practice of creating, acquiring, capturing,sharing and using knowledge wherever itresides to enhance learning and performancein organizations.

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Evolution of KM

1959----- Peter F. Drucker----- Theknowledge worker

1966----- Michael Polyani------ Tacit andExplicit knowledge

1989----- Karl Erik Sveiby----- The InvisibleBalance Sheet

1991----- Skandia----- First Corporate

Appointment of VP for IP 1995/1996---- First Business Conference----

Building awareness of KM 1998---- World Bank----- Chooses KM as

topic for annual world development report.

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Why do we need KM now?

Market places are increasingly competitiveand the rate of innovation is rising.

Reduction in staffing create a need to replaceinformal knowledge with formal methods.

Competitive pressures reduce the size of theworkforce that holds valuable business

knowledge. Early retirements and increasing mobility of

the workforce lead to loss of knowledge.

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Types of knowledge

Shallow and deep knowledge Knowledge as know how Commonsense as knowledge Reasoning and heuristics Procedural knowledge to episodic

knowledge Explicit and tacit knowledge Expert knowledge Chunking knowledge

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Knowledge managementtechniques

Onsite observation Brain storming Electronic brainstorming The Delphi method Decision tree Nominal group technique Protocol analysis Concept mapping Black boarding



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Road map of knowledgemanagement

Infrastructure

System analysis

Systems development

Evaluation



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Intellectual capital

Intellectual or knowledge based asset canbe defined as, anything valued without

physical dimension that is embedded inpeople or derived from processes,systems and the culture associated withan organization--- brands , individualknowledge, intellectual property licenses,and forms of organizational knowledge.



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Intellectual Capital Model

Human capital

Customercapital

IC



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Learning Organization

Gravin defines the learning organization as an organization skilled at creating, acquiring

and transferring knowledge and modifying itsbehaviour to reflect new knowledge andinsights.

According to Peter Senge learning

organizations is one in which people at alllevels, individually and collectively arecontinually increasing their capacity toproduce results that they really care about.



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Attributes of learning Organization

McGill et al. suggested following attributesof learning organization:

Openness System thinking

Creativity

Personal efficacy impartiality



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Acc. To Chris Argyris two conceptof learning

Single loop learning

Double loop learning



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Peter Senge coined 2 terms

Adaptive learning: It is the first stage oflearning organization. It involves adapting

to environmental changes and does notentail a change.

Generative learning: It involves creativity

and innovation. The generative processleads to a total reframing of theorganizations experiences and learningfrom that process.



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Difference Between Traditionalorganization and Learning Organization

Determination of overall direction

Formulation and implementation of ideas

Nature of organizational thinking

Conflict resolution

Leadership and motivation



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Other dimensions that distinguishes learningorg. from traditional org.

System Thinking

Personal mastery

Mental models

Building shared vision

Team learning



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CIHRM Knowledge Management

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