Knowledge Management Overview of principles, models and theories

1. Cloud
Computing

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50. And, most KMS don’t work!
source: http://www.thesspa.com/sspanews/July07/article3.asp
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51. Why use a KMS?
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source: http://positivesharing.com/2006/09/people-who-care-share/

52. What are main ideas of KM?
story-telling
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53. KM - Definitions
— “capturing, creating, distilling, sharing and using know-how”
(Collison and Parcell,2001)
— “...a process that helps organisations identify, select, organise,
disseminate and transfer important information and expertise that
are part of the organisations memory and that typically reside in the
organisation in an unstructured manner.” (Turban et al, 2006)
— “...a social phenomenon...people come together to share knowledge,
to learn from each other and work effectively together to meet both
their business objectives and personal objectives too”
(Gurteen, 2006)
— “A broad range of activities related to ensuring an organisation
makes the best use of its information services” (Bocij et al, 2007)
What definitions have you come up with in your research?
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54. What does ‘knowledge’ mean?
Data
— A series of non –random symbols, numbers,
Data
values or words
— A series of facts obtained by observation or Process
research and recorded
— The record of an event or fact Information
Information Input
— Data that have been processed so that they are
meaningful Transformation
process
— Data that have been processed for a purpose
— Data that have been interpreted and understood
by the recipient
Output
(Bocij et al, 2007)
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61. K–I–D: Starting with one author…
— What Stenmark (2002) thinks others think:
Stenmark, D. (2002), Information versus Knowledge: The role of Intranets in Knowledge Management,
Proceedings 35th Hawaii International Conference on System Sciences.
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62. K - I- D continues
— Let’s get really into this and include … WISDOM:
(Bellinger et al,2004)
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Adapted from (Bellinger et al,2004)

64. Knowledge is not not just know-how
Know-how
• Processes and procedures and tools needed to get something done.
Know-why
• The strategic insight
• The big Picture view
Know-what
• Activities required to complete a task
Know–who
• Relationships, contacts and networks: who to call for help
Know-where
• Ability to navigate through and finding the right type of information
Know-when
• The best time to do...or stop doing...something.
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65. Tacit and Explicit Knowledge
Explicit: is formal and systematic and can be expressed in formed and specific
language and processed and transmitted easily.
Codes Reports Scientific formula Manuals
Tacit: deeply influenced by ideas, commitment, beliefs , values and emotions.
Highly personal and difficult to formalise and transmit.
Personal
Insight Beliefs Sense-making
experience
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78. The elements of the SECI
Tacit  Tacit Tacit  Explicit Explicit  Explicit Explicit  Tacit
Socialization Externalization Combination Internalization
The result of experience Codification and Explicit knowledge is
Main issues Collecting knowledge
sharing and cooperating knowledge conversion embedded into the activity
Empathising Prototypes,
Gathering, classifying,
Sensing Handbooks, talks, Learning by Doing,
making categories,
Descriptions Observation, imitation, translations Performing, Reflecting Trial
editing, book marking,
Interaction dialogues, and error
filtering, reviews
apprenticeship presentations, notes.
Notes are gathered
The junior manager learns
and combined with
Junior manager Junior manager the role embodying explicit
other procedures
shadows senior makes notes and knowledge through action,
Example in codified information
manager to observe translates their reflection, trial and error.
Business concerning the role.
practices and observations into an New tacit knowledge of the
Relationships are
procedures explicit format role is developed through
sought amongst the
practice.
concepts.
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79. Capture and Connectivity
Capture Connectivity
• Activities that relate to stimulating
• Activities that relate to the codification of
connections between people
knowledge
• Transfer of explicit knowledge
• Organisations that invest heavily in creating
and distributing explicit knowledge • Sharing knowledge through experience,
peer interactions, workshops, Communities
• Information packs, knowledge bases and
of practice (COP)
websites
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80. Capture and Connectivity
What
do
others
know?
Business
Issue
What
information
do we
have?
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81. Management Challenges
—Reliable technology
infrastructure
—Behaviour of
connecting people
with knowledge to
knowledge seekers
—Process to simplify
sharing and coding
and dissemination
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82. Developing an unconscious competence
3.
Conscious
competence
2. 4.
Conscious Unconscious
incompetence competence
1.
unconscious
incompetence
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83. The KM Process, embedded in the work
practices, transforms the organization
…from “episodic” learning and innovation;
…to “continuous” learning and innovation.
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84. Supporting business objectives and results
Learn
Business during Business
Objectives Results
Learning Learning
Before after
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85. How one company sees KM
KM consultancies
ARES Approach to Knowledge Management have had an
unusual degree
ARES capitalizes on a corporation's heritage of impact on the
and unique operational characteristics to build discipline
body of knowledge that can be leveraged to a
competitive advantage. ARES collects
knowledge gleaned at an organizational level
and re-infuses lessons learned and best
practices back to the individual level where
they have immediate application. ARES
Corporation helps organizations realize the
business results and employee buy-in by using
proven assessment tools to keep KM efforts on
track and identify new ways to strengthen
current practices
 This company assumes an orderly
approach to KM, as follows…
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source: http://www.arescorporation.com/

86. An orderly approach to KM
— The ARES process (contd.):
… In order to maximize an individual's (and
an organization's) efficiency, constant
tuning of the process is necessary. In times
of change, and in times of constancy, there
is a need to continue a Learning Loop. The
Learning Loop is key to maximizing
efficiency in an operational setting and the
only way to capitalize on previous efforts to
ensure that best practices are moved
forward, lessons learned are communicated
at the appropriate stages of the project, and
task-specific pitfalls are avoided.
The technologies available to implement a
Learning Loop KM program cover the entire
spectrum of size, complexity, and cost. How
do you even begin to choose?
BPP BUSINESS SCHOOL source: http://www.arescorporation.com/

87. An orderly approach  A process
source: http://www.arescorporation.com/
— ARES has a Business Process Analysis
System in which KM is a part:
ARES Business Process Analysis … is
pivotal focus on how people interact,
communicate, learn, think, and
accomplish goals. Our process
maximizes employee acceptance by
analyzing organizational processes and
procedures, and capturing the
employees' needs to ensure delivery of a
full-featured KM program aligned with
existing workflows. The ARES solution is
designed around the customer's process,
not IT products pushed down on the
individuals.
ARES developed NASA's award winning
knowledge management system, the
Process Based Mission Assurance
(PBMA) Knowledge Management KM is for business – it’s a
management tool.
System.
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94. KM Perspectives from others in the field
— David Gurteen
— http://www.youtube.com/watch?v=buEMIYNIYVY
— Chris Collison
— http://www.youtube.com/watch?v=nRVx9qhzbgw&feature=rel
ated
— Lee Bryant
— http://www.youtube.com/watch?v=LYq9jmVtQU8
— COP
— http://www.idea.gov.uk/idk/core/page.do?pageId=1589600
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95. References
— Bellinger, G., Castro, D. and Mills, A. (2004) “Data, Information, Knowledge, and Wisdom”,
[online]. [Accessed January 2012].
available from http://www.systems-thinking.org/dikw/dikw.htm
— Bocij,P.,Chaffey,D., Greasley,A,. Hickie,S,.(2008) Business Information Systems, 3rd Edition
,Pearson Education Limited
— Collison,C., Parcell,G., (2001), Learning to fly, Capstone Publishing, Oxford, England
— Gurteen,D (2006). What is knowledge management. [online]. [Accessed January 2011].
Available from: http://www.youtube.com/watch?v=buEMIYNIYVY
— Kudyba, S. (2005). Enhancing the transfer of knowledge resources through effective utilization
of labor and technology in a global organization: A case study of bovis lend lease inc.s global
knowledge transfer system. Knowledge and Process Management, 12(2), 132-139.
— Nonaka, I. (1991) The Knowledge Creating Company, Harvard Business Review
— Nonaka, I., Takeuchi, H.,(1995), The knowledge creating company: how Japanese companies
create the dynamics of innovation, New York: Oxford University Press, pp. 284
— Stenmark, D. (2002), Information versus Knowledge: The role of Intranets in Knowledge
Management, Proceedings 35th Hawaii International Conference on System Sciences.
— Turban E., Leidner D., McLean E, Wetherbe J., (2006). Information Technology for
Management: Transforming organizations in the Digital Economy, Wiley
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96. Q&A
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EVALUATION

99. KM
Reseach

100. BPP BUSINESS SCHOOL

101. Q&A
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