Copyright Kari Branjord, Toru Iiyoshi, & Paul Treuer, 2006.

This work is the intellectual property of the authors. Permission

is granted for this material to be shared for non-commercial,

educational purposes, provided that this copyright statement

appears on the reproduced materials and notice is given that the

copying is by permission of the author. To disseminate otherwise

or to republish requires written permission from the authors.

Copyright Kari Branjord, Toru Iiyoshi, & Paul Treuer, 2006.

This work is the intellectual property of the authors. Permission

is granted for this material to be shared for non-commercial,

educational purposes, provided that this copyright statement

appears on the reproduced materials and notice is given that the

copying is by permission of the author. To disseminate otherwise

or to republish requires written permission from the authors.

Knowledge ManagementWhat is it?

Why do you need to know?

How do you support it?

Kari Branjord, University of Minnesota

Toru Iiyoshi, Carnegie Foundation for the Advancement of Teaching

Paul Treuer, University of Minnesota Duluth

Knowledge Management: Presentation Outline

1. How should Higher Education integrate knowledge management tools and process? (Kari Branjord)

2. National Agenda to Advance the Scholarship of Teaching (Toru Iiyoshi)

3. Campus Implementation of Knowledge Management Tools (Paul Treuer)

4. Summary and Questions

1. How should Higher Education integrate knowledge management tools and process? (Kari Branjord)

2. National Agenda to Advance the Scholarship of Teaching (Toru Iiyoshi)

3. Campus Implementation of Knowledge Management Tools (Paul Treuer)

4. Summary and Questions

How should Higher Education integrate knowledge management tools and process?

What is knowledge management?

Why is knowledge management important in higher education?

What are knowledge management tools in higher education?

What is the framework for understanding knowledge management?

What is knowledge management?

Why is knowledge management important in higher education?

What are knowledge management tools in higher education?

What is the framework for understanding knowledge management?

Framework for Knowledge Management

Selectivity

Repurposability

Interoperability

Individual Control and Ownership

Openness

Selectivity

Repurposability

Interoperability

Individual Control and Ownership

Openness

Selectivity

Example: A researcher is completing a grant proposal. With whom should she collaborate?What should she include? How should she highlight her

accomplishments? How does she hone her research question?

Example: A researcher is completing a grant proposal. With whom should she collaborate?What should she include? How should she highlight her

accomplishments? How does she hone her research question?

Selectivity defined

Not all knowledge is created equal. Determine that which is important prior to moving forward. This includes the idea of compressing complex knowledge into a simpler presentation. Brown talks about not crushing knowledge under its own weight. This is not to say that it should be diluted; rather it should be distilled to its essence and presented in clear and obvious ways. Without forethought, the workgroup and/or institution will drown in information and knowledge and not be able to do anything about it.

Not all knowledge is created equal. Determine that which is important prior to moving forward. This includes the idea of compressing complex knowledge into a simpler presentation. Brown talks about not crushing knowledge under its own weight. This is not to say that it should be diluted; rather it should be distilled to its essence and presented in clear and obvious ways. Without forethought, the workgroup and/or institution will drown in information and knowledge and not be able to do anything about it.

Selectivity example 2

Enterprise Integration: How do you choose what to integrate?Criteria can include value to the individual,

contribution to accelerating a process, credibility with the intended audience, etc.

High value targets for integration are demographic data, academic records, job information, etc.

Ideas I didn’t think about: Portfolio should integrate with RefWorks and del.icio.us

RepurposabilityA tenure track faculty member has created entries

for every presentation he has given in his areas of interest. How can this information be reused?Tenure reviewAnnual performance reviewGrant proposalSharing with studentsCollaboration with peers

What if it were granular enough to be (re)combined with other artifacts to tell a more compelling story?

A tenure track faculty member has created entries for every presentation he has given in his areas of interest. How can this information be reused?Tenure reviewAnnual performance reviewGrant proposalSharing with studentsCollaboration with peers

What if it were granular enough to be (re)combined with other artifacts to tell a more compelling story?

Repurposability defined

There are several concepts included in this term. Terms such as granularity, re-usability, and enter-once-use-many fall under this heading. In order for knowledge to be useful, it must be small enough to (re)combine with other pieces of knowledge, yet large enough to be meaningful. If individuals have to constantly re-enter knowledge or information that is already known to another system, sharing will diminish. No one has time to rehash the same stuff; individuals must be able to reuse the knowledge they have already documented.

There are several concepts included in this term. Terms such as granularity, re-usability, and enter-once-use-many fall under this heading. In order for knowledge to be useful, it must be small enough to (re)combine with other pieces of knowledge, yet large enough to be meaningful. If individuals have to constantly re-enter knowledge or information that is already known to another system, sharing will diminish. No one has time to rehash the same stuff; individuals must be able to reuse the knowledge they have already documented.

Repurposability example 2

A medical resident creates a bibliography for a research project. She wants to continue to add to it as she develops research or personal interest in the area. She shares it:With peers to obtain further knowledgeWith her program director who can help focus her

research even more effectivelyAs part of her professional development records at annual

review time In an application to be head resident

A medical resident creates a bibliography for a research project. She wants to continue to add to it as she develops research or personal interest in the area. She shares it:With peers to obtain further knowledgeWith her program director who can help focus her

research even more effectivelyAs part of her professional development records at annual

review time In an application to be head resident

Interoperability

Imagine the different roles a person plays in life. At each transition, he wants to preserve his history and continue to build upon his base of knowledge.A student starts a Portfolio as an undergraduate at the U of M. This student goes to Grad School at IU. Upon earning his PhD, he is awarded a tenure-track position at

a UMD. As a tenured professor, he is involved in research, public

engagement, and teaching. His knowledge never stops growing. This requires

constant management and re-evaluation, as well as the ability to move his Portfolio information as he changes institutions.

Interoperability Defined

Is a corollary to repurposability. It is not enough to be able to reuse collections of knowledge within a system; systems must be aware of the knowledge that other systems house and must be able to access it. This requires standards and integration technologies. Trusted sourcing and cross-system authentication is vital. Knowledge does not exist in just one domain; it must be permitted to “live” outside of a particular context, such as a class.

Is a corollary to repurposability. It is not enough to be able to reuse collections of knowledge within a system; systems must be aware of the knowledge that other systems house and must be able to access it. This requires standards and integration technologies. Trusted sourcing and cross-system authentication is vital. Knowledge does not exist in just one domain; it must be permitted to “live” outside of a particular context, such as a class.

Individual Control and Ownership Defined

Knowledge creation is an invisible activity that occurs in the human brain (Davenport, 1998). Only when this becomes explicit with supporting artifacts can it be shared. The knowledge that a person possesses or created is her own. It becomes more valuable, and the rate of acquisition accelerates when a person is participating in communities or groups. Thus, KM technologies, by definition, facilitate this sharing of knowledge in social networking. It is imperative, however, that the focus and highest level of consideration be given to the individuals rights to control and responsibilities to share.

Knowledge creation is an invisible activity that occurs in the human brain (Davenport, 1998). Only when this becomes explicit with supporting artifacts can it be shared. The knowledge that a person possesses or created is her own. It becomes more valuable, and the rate of acquisition accelerates when a person is participating in communities or groups. Thus, KM technologies, by definition, facilitate this sharing of knowledge in social networking. It is imperative, however, that the focus and highest level of consideration be given to the individuals rights to control and responsibilities to share.

Individual C & O example

A professor has been pursuing a research interest for years. She wants to propose a new course in her department to share this knowledge. First, she selects artifacts to demonstrate that her area is significant

and appropriate for undergraduate education. She pulls work products from her sponsored projects, her blog, her

community of practice site, and her bibliography She shares the proposal and supporting documentation and ideas

electronically with colleagues inside and outside her university. As she receives feedback, she modifies her proposal, continuing the

cycle until she is satisfied that it is good enough to propose officially.

Her new course is approved, and the learning objects she gathered populate her course web site, and the approved proposal is uploaded to the administrative systems.

A professor has been pursuing a research interest for years. She wants to propose a new course in her department to share this knowledge. First, she selects artifacts to demonstrate that her area is significant

and appropriate for undergraduate education. She pulls work products from her sponsored projects, her blog, her

community of practice site, and her bibliography She shares the proposal and supporting documentation and ideas

electronically with colleagues inside and outside her university. As she receives feedback, she modifies her proposal, continuing the

cycle until she is satisfied that it is good enough to propose officially.

Her new course is approved, and the learning objects she gathered populate her course web site, and the approved proposal is uploaded to the administrative systems.

Openness

The information management group of a public institution has a very open, non-hierarchical environment. They work to ensure that everyone from the public to the president to the individual has access to the information needed in a context that makes it useful. Given this mission, their department culture contributes to knowledge management. Staff share their findings with one another. Holding knowledge is

not power; sharing knowledge is powerful. No secrets are kept between the workers and the management. Ideas are documented and shared in all directions Prioritization of projects occurs as a group, using best practice

methods to estimate size, duration, and value.

The information management group of a public institution has a very open, non-hierarchical environment. They work to ensure that everyone from the public to the president to the individual has access to the information needed in a context that makes it useful. Given this mission, their department culture contributes to knowledge management. Staff share their findings with one another. Holding knowledge is

not power; sharing knowledge is powerful. No secrets are kept between the workers and the management. Ideas are documented and shared in all directions Prioritization of projects occurs as a group, using best practice

methods to estimate size, duration, and value.

Openness defined

KM technologies and processes must escape proprietary boundaries. This is not an advertisement for open source. This is to suggest that only when knowledge is shared and made explicit to all is it truly valuable. When it is exposed, others can comment and build upon it, make connections in new ways, and return the ideas and knowledge to the originator in enriched forms. While open source software is an example of this in practice, the connectedness the internet permits can enable all knowledge processes to behave this way.

KM technologies and processes must escape proprietary boundaries. This is not an advertisement for open source. This is to suggest that only when knowledge is shared and made explicit to all is it truly valuable. When it is exposed, others can comment and build upon it, make connections in new ways, and return the ideas and knowledge to the originator in enriched forms. While open source software is an example of this in practice, the connectedness the internet permits can enable all knowledge processes to behave this way.

National Agenda to Advance the Scholarship of Teaching and Learning

Mission, vision, and work of the Knowledge Media Laboratory (KML) of the Carnegie Foundation

Scholarship of Teaching and Learning KEEP Toolkit, Workspace, and Knowledge Repositories Examples of Best Practices;

Carnegie Academy for the Scholarship of TeachingCarnegie Initiative on the DoctorateHoward Hughes Medical InstituteOpen Education: MERLOT, and OSPI

Mission, vision, and work of the Knowledge Media Laboratory (KML) of the Carnegie Foundation

Scholarship of Teaching and Learning KEEP Toolkit, Workspace, and Knowledge Repositories Examples of Best Practices;

Carnegie Academy for the Scholarship of TeachingCarnegie Initiative on the DoctorateHoward Hughes Medical InstituteOpen Education: MERLOT, and OSPI

Knowledge Media Laboratory (KML): Mission, Vision, & Work

The Carnegie Foundation’s Knowledge Media Laboratory

helps educational institutions take advantage of the growing

power of emerging technologies and new media to turn the

knowledge implicit in effective teaching and learning into

ideas, theories, and resources that can be used widely in a

variety of contexts and situations.

Scholarship of Teaching and Learning (SoTL)

Make teaching and leaning visible and public Review and reflect on each other’s work Learn and build on each other’s work

Scholarship of Teaching and Learning (SoTL)

Make teaching and leaning visible and public Review and reflect on each other’s work Learn and build on each other’s work

How can technology support educational knowledge representation, sharing, and building?

KEEP Toolkit Community Workspace Knowledge Repositories(Galleries & Exhibitions)

Make Teaching and Leaning Visible and Public

Help select and organize resources, artifacts, data, and evidence related to teaching and learning

Prompt analysis and reflection

Help transform collections of “stuff” into compelling and engaging knowledge representations

Help present individual and collective knowledgeKEEP Toolkit

(http://www.cfkeep.org)

Make Teaching and Leaning Visible and Public

To examine, select and organize teaching and learning objects and transform them into visually appealing and intellectually engaging knowledge representation (with reflections) is a daunting task.

KM Framework #1: Selectivity

The KEEP Toolkit provides the user with the necessary guidance and scaffolding for better selection, organization, reflection and representation through “flexibly-designed” templates (including frameworks, prompts and directions).

Scholarship of T&L Project Course Transformation Class Anatomy

An Example Template (Carnegie Initiative on the Doctorate)

KM Framework #2: Repurposability/ReusabilityAn Example: Teacher Education

KM Framework #2: Repurposability/Reusability

“Triple Play” in Teacher Education (Carnegie Quest Project)

Student Teachers

Experienced Teachers

Teacher Educators

KM Framework #3: Interoperability/Portability

KEEP Toolkit + Community Workspace(Carnegie Academy for the Scholarship of Teaching)

KM Framework #4: Individual Control/Ownership

Multi-layered knowledge representations for deep collective understanding

(CASTL Campus Program, CASTL, CID, HHMI,

and many others)

Institutions

Departments

Faculty

Students

Link, stitch, exhibit, and remix knowledge representations and objects(Creative Commons?)

KM Framework #5: Openness

KEEP Toolkit Users: 8,300+Snapshots: 33,000+Projects/Initiatives: 100+

Smart Indexing &

Federated-

Search Tools

MERLOT Gallery OSP Case Studies GalleryCID Gallery

CASTL GalleryKML Gallery

Public Snapshot Archive

Toward Building a National/International Distributed-Knowledge Network of Teaching and Learning

Implementing KM: Challenges and Issues

Departments’, Faculty’s, and students’ lack of incentive

Technical and intellectual challengesTime efficiencyReturn on investmentLack of support and guidance for the

developmental reflective processesKnowledge representation “literacy” issues

(reflective writing, multimedia composition, etc.)Sustainability

Implementing KM: Keys to Success

Link KM initiatives with present and future needs (e.g., on-going transformation/reform efforts at your institution)

Have stakeholders involved in planning and action Find/develop useful tools and resources to make

your KM processes most efficient and painless (ideally engaging and rewarding)

Invite key faculty/programs/departments to pilot Document and share successes and challenges Recognize excellence and make it public Build a support capacity to sustain your efforts

Campus Implementation of Knowledge Management Tools

Chancellor Kathryn A. Martin speaking at KMC Grand Opening in August 2005

Vision: The University of Minnesota Duluth’s Knowledge Management Center (KMC) is committed to evaluation, assessment, development, and deployment of tools for managing personal, educational, and professional records.

Vision: The University of Minnesota Duluth’s Knowledge Management Center (KMC) is committed to evaluation, assessment, development, and deployment of tools for managing personal, educational, and professional records.

Campus Implementation of Knowledge Management Tools

Students

Faculty

StaffUMD’s Knowledge Management Center

Best Practice: ePortfolio use by UMD’s Chemical Engineering Program

Entry Wizard prompts students to put artifacts in ePortfolio

Artifacts are repurposed for: Admission to programGraduation from programABET accreditationEmployment following

graduation

Entry Wizard prompts students to put artifacts in ePortfolio

Artifacts are repurposed for: Admission to programGraduation from programABET accreditationEmployment following

graduation

Best Practice: ePortfolio use by UMD’s Chemical Engineering Program

Selectivity

Repurposability

Interoperability

Individual Control and ownership

Openness

Selectivity

Repurposability

Interoperability

Individual Control and ownership

Openness

Best Practice: ePortfolio use by UMD’s Chemical Engineering Program

Implementation Tips

1. Chemical Engineering faculty identify portfolio learning artifacts for entry wizards and presentation templates

2. Portfolio sharing is a requirement, used for summative purposes at key programmatic milestones

3. All students are taught how to use portfolio in a freshman course. Faculty are taught how to use portfolio in short workshops.

4. Course projects and assignments throughout program meet identified portfolio requirements

Implementation Tips

1. Chemical Engineering faculty identify portfolio learning artifacts for entry wizards and presentation templates

2. Portfolio sharing is a requirement, used for summative purposes at key programmatic milestones

3. All students are taught how to use portfolio in a freshman course. Faculty are taught how to use portfolio in short workshops.

4. Course projects and assignments throughout program meet identified portfolio requirements

Best Practice: Health Services Use of

Managed Information System Health Services enters and shares information and knowledge through MIS system, a web-based, password protected, database for entering and sharing:

•Strategic Objectives

•Measures

•Evaluation

Health Services enters and shares information and knowledge through MIS system, a web-based, password protected, database for entering and sharing:

•Strategic Objectives

•Measures

•Evaluation

Best Practice: Health Services Use of

Managed Information System

Health Services is part of Academic Support and Student Life (ASSL):

Management by objectives

Unit and Process Teams

Quarterly Reviews Baldrige

Assessments MIS System

Health Services is part of Academic Support and Student Life (ASSL):

Management by objectives

Unit and Process Teams

Quarterly Reviews Baldrige

Assessments MIS System

Best Practice: Health Services Use of Managed Information System

Selectivity

Repurposability

Interoperability

Individual Control and Ownership

Openness

Selectivity

Repurposability

Interoperability

Individual Control and Ownership

Openness

Best Practice: Health Services Use of

Managed Information System Implementation Tips

• The Health Services director, assisted by an administrative aide, developed strategies and measures

• The objectives and measures were peer reviewed• The process of developing objectives and measures

was done by all HS Staff.• Results and evaluative comments are shared with HS

staff, Group Leaders, Process Teams, and administrators

• Results are tied to unit planning process action steps

Emerging Best Practice: UM Enterprise System Advising Tools

On-line UM System Advising Tools are integrated in ePortfolio platform:

Advisee List APAS Report (degree Audit) Academic Profile in UM Advisor Reports

College of Natural Resources Advising

Emerging Best Practice: UM Enterprise System Advising Tools

On-line UM System Advising Tools are integrated in ePortfolio platform:

Advisee List APAS Report (degree Audit) Academic Profile in UM Advisor Reports Grad Planner

College of Natural Resources Advising

Knowledge Management: Summary and Questions

Knowledge is created in an information-rich world through processes

Technology facilitates creation and sharing of knowledge

Higher Education is an environment where knowledge is created and shared

KM is about contextualizing information and knowledge through the use of rapidly evolving on-line/electronic communication tools