3. Outline of the Presentation
âș What is Knowledge ?
âș Knowledge Management
âș Learning Organization
4. What is Knowledge ?
âTo represent reality in thought or experience
the way it really is on the basis of adequate
grounds.â
5. Data, Information & Knowledge
DATA INFORMATION KNOWLEDGE
Definition Raw facts, figures Data placed into Information in
and records a form that is context to make
contained in a accessible, timely it insightful and
system. and accurate. relevant for
human action.
Reason Processing Storing / Insight,
Accessing. innovation,
improvement.
6. Two Kinds of Knowledge
Knowledge is intangible, dynamic, and difficult to
measure, but without it no organization can
survive.
Tacit: or unarticulated knowledge is more
personal, experiential, context specific, and hard
to formalize; is difficult to communicate or share
with others; and is generally in the heads of
individuals and teams.
Explicit: explicit knowledge can easily be
written down and codified.
7. Sources of knowledge
1. People
2. Books
3. Experience
4. Experimentation and observation
5. Thinking and pondering
8. ContâŠ
Common sense: Every one knows that it is so
Intuition: I just know it
Beliefs: it is based on personal conviction
Tenacity: verification over the years
Tradition: practice through generations
Personal Experience: personal testing and experience
Authority: the word of experts
Divine and supernatural powers: the revelations of God and of other powers
Reason and logic: the intellect can capture truth and knowledge directly
Scientific methods: knowledge is derived through empirical procedures
9. Documentation
âș Documentation is a general term for a multiplicity of documents in a
chosen mix of media and with a certain collection. Purpose of
documentation is the use to support a tool or a process.
âș Classical documentation is a set of documents printed on paper.
Documentation (to document) also refers to the process of providing
evidence.
10. Documentation composure
Documentation may include:
âș written information for any read, projection or
technical performing,
âș data media of any format and for any reproduction,
âș other content.
âș Common types of documentation include user guides,
white papers, on-line help, quick-reference guides. It is
less common to see hard-copy (paper) documentation.
Documentation is distributed via websites, software
products, and other on-line applications
12. Knowledge Management
âș Defined in a variety of ways.
âș KM in education: a strategy to enable people to develop a
set of practices to create, capture, share & use knowledge
to advance.
âș KM focuses on:
ï§ people who create and use knowledge.
ï§ processes and technologies by which knowledge is
created, maintained and accessed.
ï§ artifacts in which knowledge is stored (manuals,
databases, intranets, books, heads).
13. Definition
âknowledge management is the art of creating value from an
organizationâs intangible assets.â ( Saviby 2000)
âKM is a newly emerging , interdisciplinary business model dealing with all
aspects of knowledge within the context of the firm, including
knowledge creation , codification, sharing and how these activities
promote learning and innovation.â (Berkeley 2001)
âThe systematic process of creating, maintaining and nurturing an
organization to make the best use of knowledge to create business
value and generate competitive advantageâ (Nancy C. Shaw 2004)
âKM is the process of capturing and making use of a firmâs collective
expertise anywhere in the business â on paper, in documents, in
database (called Explicit knowledge), or in peopleâs heads ( called tacit
knowledge)â
14. Roots of Knowledge Management
Business
Transformation
Learning (BPR, TQM, culture)
Organization Innovation
Knowledge
Management
Intellectual Information
Assets/Capital Management
Knowledge-based
Systems
16. Components of Knowledge Management
Collaboration
is a recursive process where two or more people or organizations work together to realize shared
goals.
Content Management
is the set of processes and technologies that support the collection, managing, and publishing of
information in any form or medium.
Search
To make a careful examination or investigation of problem, search one's conscience for the right
solution to the problem.
Taxonomy management
is the science which deals with the study of identifying, grouping, and naming organisms according to
their established natural relationship.
Business Process Management
is a holistic management approach focused on aligning all aspects of an organization with the
wants and needs of clients. It promotes business effectiveness and efficiency while striving
for innovation, flexibility, and integration with technology.
Business Intelligence
refers to computer-based techniques used in identifying, extracting, and analyzing business
data, such as sales revenue by products and/or departments, or by associated costs and
incomes.
17. Functions of Knowledge Management
1. Intermediation:-The act of intervening for the purpose of
bringing about a settlement
2. Externalization:- Attributing to outside causes
3. Internalization:- Learning (of values or attitudes etc.) that is
incorporated within yourself
4. Cognition:- The psychological result of perception and
learning and reasoning
5. Measurement:- "the measurements were carefully done"
18. Knowledge Work Activities
A cq u i r e
A n a l yz e
Or g a n i z e
Co d i f y
Co m m u n i
ca tte l i z e
U i
Result
19. Shared Problem
Solving
Buy or Rent Creating (R&D)
KNOWLEDGE
GENERATION
Communities of
Adaptation
Practice
Figure 12.5 Knowledge Generation Strategies
20. KM strategies in Organization
âș Rewards (as a means of motivating for knowledge sharing)
âș Storytelling (as a means of transferring tacit knowledge)
âș Cross-project learning
âș After action reviews
âș Knowledge mapping (a map of knowledge repositories
within a company accessible by all)
âș Expert directories (to enable knowledge seeker to reach to
the experts)
âș specific subject
21. In Successful KM Programs
âș Information is widely disseminated throughout
the organization. Wherever it is needed, it is
accessible.
âș Accessible at a fast rate of speed.
âș Virtual communities of practice share what is
known in a global fashion, independent of time
zones and other geographic limitations.
âș Business boundaries are broad, and often
virtual in nature.
âș Collaboration to support continuous innovation
and new knowledge creation.
22. Symptoms of KM Diffusion
Challenges
âș No internal learning communities
âș Lack of psychological safety
âș Lack of workplace trust
âș Arrogance of people who believe they
know everything, so why try?
âș Lack of communication within an
organization made evident by continually
reinventing the same wheel
âș Negativity and unrealistic expectations
23. Learning Organization
âOver the long run, superior performance
depends on superior learning.â
-- Peter Senge, leader of the learning organization movement
24. âș PhD graduate from
MIT in Systems
Management
âș Founding chair of SoL
(Society for
Organizational
Learning)
âș 1990 wrote The Fifth
Discipline
25. What is a Learning Organisation?
âș "The essence of organisational learning is the
organisation's ability to use the amazing mental
capacity of all its members to create the kind of
processes that will improve its own" Nancy Dixon, 1994
âș "Organisations where people continually expand their
capacity to create the results they truly desire, where
new and expansive patterns of thinking are nurtured,
where collective aspiration is set free, and where
people are continually learning to learn togetherâ
26. Five Components of Learning
Organisation
Systems Personal
Thinking Mastery
Team Mental
Learning Models
Shared
Vision
27. Systems Thinking
ï interdependency and change
ï focus on whole not individual parts
ï long-term goals vs. short-term benefits
ï better appreciation of systems leads to
more appropriate action
ï mind shift & understanding change
processes.
ï âfeedbackâ to reinforce/counteract action.
ï recognize recurring structures
ï remove root causes/problems
28. Personal Mastery
ï personal competence and vision
ï developing patience to look at
reality objectively
ï organizations learn only through
individuals who learn
ï never âarriveâ; in continual
learning mode
ï strive to clarify and deepen
personal vision
ï deeply aware of growth areas and
tension between vision and reality
29. Mental Models
ï changing ingrained assumptions
about influencing factors.
ï deeply ingrained assumptions and
generalizations
ï honest and critical analysis of deep-
rooted mental models
ï transcend mental models in order
for change to take place
30. Shared Vision
ï use instincts, intuition by sharing personal vision
ï pictures of the future
ï A genuine vision leads to people wanting to excel and learn
ï Leaders must translate personal visions into shared visions
ï Unearthing shared âpictures of the futureâ that foster genuine
commitment rather than compliance
ï Leaders learn the counter-productiveness of trying to dictate a
vision, no matter how heartfelt.
(Senge 1990: 9)
31. Team Learning
ï dialogue, discussion, group relationships
ï accelerate org. learning through
ï Team learning starts with âdialogueâ= the capacity of members of a
team to suspend assumptions and enter genuine âthinking togetherâ
ï Allows the group to discover insights not attainable individually
ï Shows group how to recognize the patterns of interaction that
undermine learning
(Senge 1990: 10)
32. A Learning Organization Is...
âș Where people continually expand their capacity to create the results they
truly desire
âș Where new patterns of thinking are nurtured
âș Where collective aspiration is set free
âș Where people are continually learning to see the whole together
âș âWhen you ask people about what it is like being part of a great team,
what is most striking is the meaningfulness of the experience. People talk
about being part of something larger than themselves, of being
connected, of being generative.â
(Senge 1990: 13)
33. Value to
Organization
Active Knowledge
Repositories Transfer
Expert Knowledge
Best Practices Organizational Base
Reports Learning Contact Links
Documents Expert Assistance as
Needed
Presentation Slides Decision Making
Communities of
Tips Tools Practice Index
Profiles for
Customization
Pushed Reports &
News
Collaboration Tools