Copy of KnowledgeManagement-101

8/14/2019 Copy of KnowledgeManagement-101

1/21

Knowledge Management

A practitioners perspective


2/21

Agenda What is knowledge management

(KM) Definition(s)

History

Key concepts


3/21

First, what is knowledge In simplest terms, knowledge is the ability of an actor

to respond to a body of facts and principlesaccumulated over a period of time

One way to look at knowledge is as the apogee of thefollowing continuum datainformationknowledge Data=1 unit of fact; information=aggregation of data;

knowledge=potential for action on information Data and information have intrinsic properties, the quality

of knowledge depends on the properties of the agent


4/21


5/21

Knowledge assetsThere are two types of knowledge

assets Explicit or formal assets like copyrights,

patents, templates, publications, reports,archives, etc.

Tacit or informal assets that are rooted

in human experience and includepersonal belief, perspective, and values


6/21


7/21

The value of KM It is important to manage knowledge assets

because Organizations compete increasingly on the base of

knowledge (the only sustainable competitiveadvantage, according to some)

Most of our work is information based (and oftenimmersed in a computing environment)

Our products, services, and environment are more

complex than ever before Workforces are increasingly unstable leading to

escalating demands for knowledgereplacement/acquisition


8/21

The development of KM Knowledge began to be viewed as a competitive asset in the

80s, around the same time that information explosion startedbecoming an issue

The trend was fueled by the development of IT systems which

made it simple to store, display, and archive classified,indexed information

The process received a fillip after Drucker (and others)stressed the role of knowledge as an organization resource,and Senge popularized learning organizations

Seeds of KM may also be found in business practices like TQMand BPR to which KM is often compared


9/21

The sources of KM Today, KM draws from a wide range of

disciplines/practices

Cognitive science Groupware, AI, KBMS Library and information science Document management

Decision support systems Technical writing Organizational science Many more


10/21

KM today (catch-all?)There is a great risk today of KM

over-reaching itself Everything from organizational learning

to business and competitiveintelligence has become fair game forKM

There are KM components to each ofthese but these spaces are howeverbest left to specialized practitioners


11/21

The scope of KMToday, most companies define the

scope of KM as

KM mechanics (tools for informationmanagement)

KM culture (knowledge as a social activity)

KM systems (knowledge sharing as part of

an organizations DNA)


12/21

KM mechanics Information management may well be considered the first

wave of KM (and is still often considered synonymous withKM)

Information management tries to make the right information

available to the right person at the right time though avariety of database driven information applications

Information management tools try to capture the humanexperience of knowledge through the collecting, classifying,disseminating, searching, indexing, and archival power oftechnology


13/21

Limitations of mechanical

KM Reliance on technology produces consensual

knowledge (over-reliance on best practicesfor instance) and may stifle innovation

The notion that right information ispredictable and flows from historical datamay be flawed

Making information available in not enough;getting people to use it is more critical


14/21

KM culture All knowledge has a social and

evolutionary facet

There is a crying need tocontinuously subject knowledge tore-examination and modification

It is important to keep the humanand social elements of organizationinvolved in all stored knowledge


15/21

KM culture through CoP Communities of practice (or thematic groups) are

a popular way of injecting KM culture in anorganization

CoPs are fora where members share informationand experiences, develop new insights,assimilate and transform knowledge

CoPs emphasize shared interests and work

across locations and time zones (often usingtechnology developed during KMs first wave)


16/21

KM systems KM succeeds fully when it is woven into the

fabric of an organization and becomes intrinsicto an organizations processes

Common practices include Formal KM leadership Formal rewards and recognition for KM oriented work Tools and mechanisms that encourage knowledge

sharing Development of knowledge bases Intellectual asset management Metrics to evaluate KM initiatives


17/21

KM systems today In many ways, the systemic approach is

the logical culmination of KM mechanicsand KM culture

Many KM systems are however not yetrobust enough KM metrics (surveys, benchmarking,

cost/benefit studies, service evaluation)are

still an inexact science Knowledge workers are often KM resistant (KM

is frequently considered an oxymoron)


18/21

KM the report card Clearly, the jury is still out on KM though there is

increased acceptance that KM can be central toorganizational success

The key achievements of KM have been inemphasizing that There is a tacit dimension of knowledge creation which

must be recognized and valued Knowledge is subjective and interpretative and distinct

from raw data or information Meaning is central to knowledge creation Knowledge is social and interactive in nature Technology is an inalienable aspect of KM


19/21

KM readings/references Good sources on the internet include

The KM forum (http://www.km-forum.org/)

The CIO magazines knowledgemanagement research center (http://www.cio.com/research/knowledge/)

The KMNetwork (http://www.brint.com/km/)

The KM resource center (http://www.kmresource.com/exp.htm)
http://www.km-forum.org/http://www.cio.com/research/knowledge/http://www.brint.com/km/http://www.kmresource.com/exp.htmhttp://www.kmresource.com/exp.htmhttp://www.kmresource.com/exp.htmhttp://www.brint.com/km/http://www.cio.com/research/knowledge/http://www.km-forum.org/


20/21

KM readings/references

contd. The KM literature is vast, but good starting points

include Nonaka, Ikujiro, and Hirotaka Takeuchi. The Knowledge-

Creating Company. Senge, Peter M. The Fifth Discipline: The Art and Practice

of the Learning Organization Wiig, Karl, M. Knowledge Management Foundations:

Thinking About Thinking - How People and OrganizationsRepresent, Create and Use Knowledge

Menou, Michel J. (Ed.). Measuring the Impact ofInformation on Development Harris, Michael H. History of Libraries in the Western World


21/21

Feedback/Questions

Copy of KnowledgeManagement-101

Documents

Transcript of Copy of KnowledgeManagement-101