A PROPONENT’S OBSERVATIONS

NIKESH.N

Self organization:Taking a Personal Approach

toKnowledge Management

Presentation Agenda

What is Personal Knowledge Management ?Why Personal management ?How personal Management ?

Knowledge Types and properties in organization KM @ Personal level Competencies needed

Skills Tools

Conclusion

PKM – What ?

Personal Knowledge Management (PKM) is about taking a personal or individual perspective to Knowledge Management rather than an organizational or corporate one.

In other wordsPersonal Knowledge Management is

taking responsibility for what you know, who you know - and what they know.

Turning back- little history

Personal knowledge management (PKM) was a phrase barely whispered during the 1990s.

( Madan Mohan Rao)

BUT…………………Long before… Peter Drucker defined knowledge age and

importance of Knowledge worker and he predicted they would replace the importance of industrial workers

And now we are in knowledge age…

Why PKM ? Simple life principle

Country

Society

Individual

Individuals’ success leads to organizational success

An empowered organization is one in which individuals have the knowledge, skill,

desire, and opportunity to personally succeed in a way that leads to collective

organizationalsuccess.

Stephen R. Covey (1992)

But……………Missing in Many KM systems

Personal Knowledge Management (PKM), the set of processes a knowledge worker needs to set up in order to get the best out of his knowledge during his/her daily activities, has often been considered as

the missing block in most KM plans within knowledge intensive organisations

Davenport and Prusack "Working Knowledge“

IS KM failures due to lack of PKM ?Is it due to KM applications that are designed for

managers rather than workers ??

KM failures ? Lack of PKM ?

“Companies waste billions on knowledge management because they fail to figure out what knowledge they need, or how to manage it,”

Thomas A. Stewart, editor of the Harvard

Business Review (2002).

“Less than 16 percent of the change efforts in business organizations achieve the results hoped for by management and more than 68 percent of these efforts encounter significant problems,”

Jeffrey A. Martin and Paul Carlile (2000).

Knowledge Types and properties in an organization

Key info and intellectual What is their Value

How to Leverage

Who owns the asset

Explicit• Transaction data• Work products (docs)• Research notes, etc.• E-mail andcorrespondence• Patents and intellectualproperty

Valuable Collect Organization

Tacit• Experience• Expertise• Relationships• Reputation

invaluable Connect Individual

ImplicitConversations• Trust• Values

Intangible Cultivate Community

To be effective in today’s jobs, knowledge workers need to manage three kinds of knowledge

1. their own tacit knowledge2. Their interaction with the information

available in explicit form3. Their interactions with other knowledge

workers to tap the knowledge implicit in conversations and communities.

The skills to do this efficiently and effectively more or less break down into twoA. Information CompetenciesB. Social Competencies

KM @ personal level

competencies needed to manage knowledge

Personal Knowledge(Tacit)

Impersonal Knowledge Interpersonal Knowledge

( Explicit Knowledge) (Implicit Knowledge)

Information competencies

Social competencies

INFORMATION PROCESSES , SKILLS & TOOLS

Principles Processes Values Skills Tools Accessing Information and Ideas

-Browse -buy -subscribe -search -research -asking Learning

-Transpraency -Mobility - Persistence

-Question frame -Search technique -Research strategy -Inquiry

-search engines -desk top search -databases -Ask services

Evaluating Information and Ideas

-Attribute info and ideas -Confirmation -Testing -question motives

-objectivity -Quality and relevance -

-Source identification -cultivation --validation -Judgement -Intuition, feeling

-Collaborative filtering - rating services -Trusted recommendations -references

Organizing Information and Ideas

-Capture, convert data -file, archive -search automation -map, categorise, index -integrate

-availability and flexibility -version control -

-E-mail filtering -Discarding -Outlining -Networking

-Voice, character recognition -Journals, diaries, calendars -Indexers, links and bookmarks enterprise portals -databases

Analysing Information and Ideas

Sense making -Hypothesis and synthesis -Identity trends

-critical thinking -system thinking -Empathy

-Analytical techniques -testing hypothesis

-summarizers -statistical tools -spreadsheets -visualization

Conveying Information and ideas

-Answering -Explaining -presenting -publishing -teaching

-narrative -clarity -articulation -context -Language

-Writing skills -Speaking skills -communication skills

-presentation tools -office tools -HTML editors

Collaborating with Info. And Ideas

-Messaging -sharing docs -workflow -brainstorming -meetings

-trust -team work -network ethics -gratitude -generosity

-Emotional Intelligence -Facilitation -Relationship -Management -Leadership

-web 2.0 tools -Mobile commu. -web casting

Securing Information and Ideas

-Backup -insulation -Encryption

-confidentiality -privacy -responsibility -integrity

-self disciplines -threat awareness

-Access controls -passwords and encryption -virus filters

Conclusion

Knowledge Tools to Knowledge worker is as what industrial tool to Industrial worker

In a knowledge economy, the value of an organization derives from the intellectual capital of its knowledge workers.

KM cannot succeed unless every knowledge worker takes personal responsibility for what he or she knows and does not know.

Management has to take responsibility for cultivating an atmosphere in which everyone has a reason to share, while building an infrastructure that makes it easy to share.

As like organizational productivity depends on individual productivity, PKM have a greater impact on organizational KM.