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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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