The document summarizes knowledge management cycles from several models and frameworks. It discusses the Meyer and Zack knowledge management cycle which includes acquiring, refining, storing, distributing, and presenting knowledge. It also outlines Bukowitz and Williams' knowledge cycle with getting, assessing, using, learning, contributing, and divesting knowledge. McElroy's knowledge processing environment includes knowledge production and integration. Wiig's framework involves building, holding, pooling, and applying knowledge. The cycles aim to effectively identify, generate, acquire, diffuse, capture, and validate organizational knowledge.
2. Four Models*
Get Asses
Use
acquire refine store distribute present
Knowledge Build/Sustain
Learn Contribute Divest
Zack Bukowitz and Williams
1996 1996
Knowledge Processing Environment
Knowledge Knowledge
Production Integration
Organizational Knowledge Build Hold Pool Apply
double loop learning beliefs and claims perform tasks
obtain
remember coordinate survey
analyze
accumulate in assemble select
reconstruct
repositories reconstruct observe
Business beliefs and claims synthesize
embed in synthesize synthesize
Processing codify
repositories access evaluate
Environment single loop learning model
archive retrieve decide
organize
implement
Distributed Organizational
Knowledge Base
McElroy Wiig
2003 1993
*clickable, ❖☚ returns here ☛ book p. 26
3. Effective KM
identify, generate, acquire, diffuse and capture
clear distinction must be made between
information and true knowledge assets
5. Research and knowledge about the design
of physical products can be extended into
the intellectual realm to serve as the basis
for a knowledge management cycle.
❖☚ ☛ book p. 26
6. Platforms
product platform
knowledge repository
information process platform
knowledge refinery
❖☚
7. Information Unit
formally defined atom of information
to be
stored
retrieved
manipulated
❖☚
8. Meyer and Zack
acquire refine store distribute present
sources users
analyze,
calls and
interpret,
surveys
report
edit and
format
interactive indexed and
decompose, selection of linked via web and
index, link knowledge knowledge groupware
units units
❖☚
9. Acquisition
issues of raw materials
scope, breadth, depth, credibility, accuracy, timelines, relevance, cost,
control and exclusivity
“garbage in, garbage out”
data has to be in highest quality
acquire refine store distribute present
❖☚
10. Refinement
primary source of added value
physical refinement
moving between mediums
logical refinement
restructuring, (re)labeling, indexing and integrating
cleaning up / sanitizing content
acquire refine store distribute present
❖☚
11. Storage and Retrieval
bridge from acquisition and refinement to
product generation
physical
folders, printed information
digital
database
knowledge management software
acquire refine store distribute present
❖☚
12. Distribution
how information is delivered to end users
fax, print, email, publication on a web page
timing, frequency, form, language,...
acquire refine store distribute present
❖☚
13. Presentation
context plays important role
users have to have enough context to be able
to make use of a content
acquire refine store distribute present
❖☚
15. Bukowitz and
Williams
Get Asses
Use
Knowledge Build/Sustain
Learn Contribute Divest
❖☚ ☛ book p. 32
16. Get
seek out needed information
for decision making, problem solving or innovation
think of information overload
user needs must be well understood
know where knowledge resources exist
Get Asses
Use
Knowledge Build/Sustain
❖☚
Learn Contribute Divest
17. Use
how to combine information
in new and interesting ways to foster organizational innovation
focus on individuals and then on groups
Get Asses
Use
Knowledge Build/Sustain
❖☚
Learn Contribute Divest
18. Learn
learning from experiences
means of creating competitive advantage
creation of organizational memory
best practices and lessons learned
transition between application and generation
Get Asses
Use
Knowledge Build/Sustain
❖☚
Learn Contribute Divest
19. Contribute
getting employees to post
what they have learned
making knowledge visible and available
sharing
Get Asses
Use
Knowledge Build/Sustain
❖☚
Learn Contribute Divest
20. Assess
evaluation of intellectual capital
definition of mission-critical knowledge
map of current intellectual capital
against future knowledge needs
requirements for new set of processes
Get Asses
Use
Knowledge Build/Sustain
❖☚
Learn Contribute Divest
21. Build/Sustain
allocation of resources
to growth and maintenance of knowledge
creation of new knowledge
reinforcement of existing knowledge
Get Asses
Use
Knowledge Build/Sustain
❖☚
Learn Contribute Divest
22. Divest
identification of obsolete knowledge
knowledge that gives no value any further
examination of resources required
to maintain knowledge
redeploying, outsourcing or terminating
Get Asses
Use
Knowledge Build/Sustain
❖☚
Learn Contribute Divest
24. Knowledge is held...
subjectively objectively
in minds of individuals and groups in explicit forms
❖☚ ☛ book p. 35
25. Knowledge use
in business-processing environment
matched expectations
reinforcement of existing knowledge
leads to reuse
double-loop learning
failed to match expectations
adjustments in business processing behavior
single-loop learning
❖☚
26. McElroy Cycle
Knowledge Processing Environment
Knowledge Knowledge
Production Integration
Organizational Knowledge
double loop learning beliefs and claims
Business beliefs and claims
Processing
Environment single loop learning
Distributed Organizational
Knowledge Base
❖☚
☛ book p. 36
27. Knowledge
Production Process
Individual and
Group Learning
Knowledge Claim
Evaluation
surviving?
Formulate Problem Knowledge Claim
Claim Formulation
falsified?
codified
knowledge claim
undecided?
Information
Acquisition
❖☚
28. Knowledge
Integration
introduction of new knowledge claims
to organization’s operating environment
retirement of old knowledge claims
❖☚
29. Validation
Validation of knowledge is a step that clearly
distinguishes knowledge management from
document management.
The KM cycle focuses on processes to identify
knowledge content that is of value to the organization
and its employees.
❖☚
31. Wiig Conditions
organization must have ...
business and customers
products and services
resources
people, capital and facilities
ability to act
❖☚ ☛ book p. 38
32. Knowledge...
… is the principal force that determines and drives
the ability to act intelligently
❖☚
33. Four Steps
Build Hold Pool Apply
perform tasks
obtain
remember coordinate survey
analyze
accumulate in assemble select
reconstruct
repositories reconstruct observe
synthesize
embed in synthesize synthesize
codify
repositories access evaluate
model
archive retrieve decide
organize
implement
❖☚ ☛ book p. 39, 42
34. Building Knowledge
obtain knowledge
analyze
reconstruct/synthesize
codify
organize
❖☚
35. Obtaining Knowledge
research and development projects
innovations by individuals
experimentation
reasoning with existing knowledge
hiring new people
❖☚
36. Knowledge Analysis
extracting – from obtained material (transcripts, identify themes)
abstracting – from model or a theory
identifying patterns – trend analysis
explaining relations between knowledge fragments
verifying – that meaning has not been corrupted through summarizing
☛ remember the “One Example” from lecture !2
❖☚
37. Synthesis or
Reconstruction
generalization of analyzed material
to obtain broader principles
generating hypotheses
establish conformance
between new and existing knowledge
update knowledge pool
incorporate new knowledge
❖☚
38. Codifying and
Modeling
accord with mental models
knowledge should be codified in the way that it would be understandable
by employees and will fit employees way of thinking, doing things and
interpreting things
how knowledge is assembled
how knowledge is documented
❖☚
39. Organization of
Knowledge
… for specific uses and according to an established
organizational framework
?
classes? hierarchy? FAQ list? …?
❖☚
40. Holding
remembering
knowledge has been internalized or understood
accumulating
knowledge has been encoded and stored in a knowledge base
embedding
knowledge becomes part of procedure manual
archiving
creating a library, systematically retiring out-of-date or not relevant
knowledge
❖☚
41. Pooling
coordination of knowledge
formation of collaborative teams
“who knows what” network
assembly
into background references
1+1 = ? 2
access and retrieval
be able to consult with knowledgeable people or knowledge base
❖☚
42. Application
anyhow*
❖☚ *to increase positive business results