Knowledge Management …basic principles and practices.
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Transcript of Knowledge Management …basic principles and practices.
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Knowledge ManagementKnowledge Management
…basic principles and practices
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Knowledge ManagementKnowledge Management
– organisational learning and knowledge capital
– process engineering and knowledge media
– organisational studies
– epistemology and cognitive psychology
– classification, artificial intelligence
– intellectual capital and information science.
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Three QuestionsThree Questions
What is Knowledge Management ?
Why does it mean so many different things to so many different people?
Why are so few Data Managers involved with KM projects ?
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Some basic principles….Some basic principles….
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Wisdom - Wisdom - knowledge with insightknowledge with insight
Knowledge - Knowledge - information with meaninginformation with meaning
Information - Information - Data with contextData with context
Data - Data - facts and observationsfacts and observations
The Knowledge HierarchyThe Knowledge Hierarchy
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Types of KnowledgeTypes of Knowledge
• Know-how (processes and practices)• Know-that (experience and learning = instinct)• Know-who (networks and information sources)• Know-when (timing)• Know-where (location)• Know-why (context and vision)
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Types of Knowledge IITypes of Knowledge II
• Formal (or “Explicit”) knowledge– (this can be written down or codified)
• Informal (or “Tacit”) knowledge– (experiences that are difficult to communicate
through language or codification)
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Information ManagementInformation Management
• Emphasis on delivery and accessibility of content
• Heavy technology focus
• Assumes that information capture can be standardised and automated
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Knowledge ManagementKnowledge Management
• Emphasis on adding value to content by filtering, interpreting and adding context
• Focus on culture/work practices
• Requires human inputs – variability precludes automating the process
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70% people, 20% process and 10% technology
Knowledge Management is ….Knowledge Management is ….
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…..creating connections
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Training 4%
Meetings 5%
Coffee breaks 5%
Vacation 8%
Looking for
Information
60%
Useful Work 18%
Source: Shell - SPE Review May 1998Source: Shell - SPE Review May 1998
Why is knowledge so important?Why is knowledge so important?
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• Mapping networks of experts • Sharing knowledge and Best Practice• Leveraging intellectual assets • Understanding/measuring the value of knowledge• Capturing and re-using past experience• Producing knowledge as a product • Driving knowledge generation for innovation• Building and mining knowledge stores• Embedding knowledge in products, services,
brands and processes
Knowledge Management DomainsKnowledge Management Domains
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Knowledge Management DriversKnowledge Management Drivers
KnowledgeManagement
Human Resources
Wealth fromKnowledge
Technology
KnowledgeInterdependence
OrganisationalLearning
Innovation
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Organisational Learning = Organisational Learning =
Benefits from ExperienceBenefits from Experience
What is Organisational Learning?What is Organisational Learning?
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“Remember what works and keep doing it”
“Figure out what does not work and never do it again”
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Organisational Learning is..Organisational Learning is..Organisational Learning is..Organisational Learning is..
• Where an organisation that ensures that valuable experience is not lost when:
– personnel change / leave
– the operations take place at a different location
– time passes
• Where an organisation that ensures that valuable experience is not lost when:
– personnel change / leave
– the operations take place at a different location
– time passes
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A company is a learning organisation when one person figures out what works and the entire organisation shares the
benefit of this knowledge.
A company is a learning organisation when one person figures out what works and the entire organisation shares the
benefit of this knowledge.
When does it happen ?When does it happen ?
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What skills are required ?What skills are required ?
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Skills and CompetenciesSkills and Competencies
• Survival skills Communication Facilitation
Team Working Coaching
Negotiation Mentoring
Persuasion Business process
• Core competencies Professionals/technical education
Training and development
Business, sector experience
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KM Enabling SkillsKM Enabling Skills
• Business process identification and analysis• Understanding knowledge process within the
business • Understanding the value, context and dynamics of
knowledge and information • Knowledge asset identification, creation,
maintenance and exploitation • Knowledge mapping and flows
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KM Enabling Skills IIKM Enabling Skills II
• Document and information management workflow • Understanding of information management principles
• Understanding of support and facilitation of communities and teams
• Change management • Leveraging IT• Project management • Information structuring and architecture
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Why are so few Data Managers Why are so few Data Managers involved in Knowledge involved in Knowledge
Management?Management?
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ConclusionsConclusions
• Knowledge Management is hard to define
• There is no right answer
• What works for one may not for another
• It’s about people and communication
• Use a range of tools rather than a single one
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“People that do not remember the past
are doomed to relive it!.”
George Santanyana
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“Learn from the mistakes of others, …
you can never live long enough to
make them all yourself.”