© 2002 center for effective organizations, university of southern california the fabric of...
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© 2002 Center for Effective Organizations, University of Southern California
The Fabric of Knowledge Management:
Designing KM for Diverse Outcomes
Susan MohrmanCenter for Effective OrganizationsMarshall School of BusinessUniversity of Southern California
© 2002 Center for Effective Organizations, University of Southern California SM31L
Knowledge Comes From Sensemaking
Knowledge Comes From Sensemaking
KNOWLEDGE MANAGEMENTCreating the context for effectively acquiring, leveraging, generating, applying and deriving value from knowledge.
KNOWLEDGE Information combined with experience, context, interpretation and reflection (Davenport).
ORGANIZATIONAL KNOWLEDGE Information that is relevant to purpose, actionable, and at least in part is based on experience and interactions (Dorothy Leonard Barton).
© 2002 Center for Effective Organizations, University of Southern California SM1J
Organizational Knowledge is:Organizational Knowledge is:Organizational Knowledge
is:Organizational Knowledge
is: Both explicit and tacit
Explicit knowledge can be formalized and codified, embodied in standard process, documented and taught
Tacit knowledge is unconscious and cannot easily be transmitted by formal description- requires interaction and modeling to be transmitted
Both individual and collective Embodied in individual expertise Embodied in communities of practice Embodied in collectives of expertises that work
collaboratively
© 2002 Center for Effective Organizations, University of Southern California SM27M
Creating Knowledge MapsCreating Knowledge Maps
What knowledge is critical to your company’s operating performance?
What knowledge differentiates it from competitors?
How and where is that knowledge created or attained?
Where is it applied?
Is there value in sharing it? (can it be leveraged?)
How does it travel from one part of the organization to another? (how is it leveraged?)
© 2002 Center for Effective Organizations, University of Southern California SM60L
ExternalKnowledge
Internal / External
Customers
Importing
Generating & Applying
Leveraging
Feedback
Feedback
Unit A
Unit B
Knowledge ManagementKnowledge ManagementKnowledge ManagementKnowledge Management
© 2002 Center for Effective Organizations, University of Southern California SM44M
Creating New Knowledge(Applying and Generating
Knowledge)
Creating New Knowledge(Applying and Generating
Knowledge)
CreativeCombination New Knowledge
Knowledge Base 1
Knowledge Base 2
Knowledge Base 3
© 2002 Center for Effective Organizations, University of Southern California SM30M
Continuous Process Improvement
Continuous Process Improvement
Embedin
Process
Innovate&
Improve
© 2002 Center for Effective Organizations, University of Southern California SM36M
Saturated Interdependency* of Knowledge Work
Saturated Interdependency* of Knowledge Work
Reciprocal Interdependency
Sequential Interdependency
* Term comes from Pava, 1983.
© 2002 Center for Effective Organizations, University of Southern California SM35M
Process-Based GroupingsProcess-Based Groupings
Outputto Customer
Inputs/Raw Materials/Information
© 2002 Center for Effective Organizations, University of Southern California SM37M
Global TeamsGlobal Teams
= Team A= Team B= Shared R + D
HQ
HQ
© 2002 Center for Effective Organizations, University of Southern California SM33M
Knowledge NetworksKnowledge Networks
Integrating Councils
Management TeamUnit 1
Integrating Teams
Team TeamTeam
Executive Team
Shared Services
Integrating Teams
Team TeamTeam
Management TeamUnit 2
Knowledge Network
© 2002 Center for Effective Organizations, University of Southern California SM40M
Knowledge ProcessesKnowledge Processes
Focusing on Performance of the System
Applying Standard Processes (Using Embedded Knowledge)
Sharing, Combining Knowledge
Trying New Approaches
© 2002 Center for Effective Organizations, University of Southern California SM45M
Generating & Applying
Knowledge
System Performance
Focus
Connecting Knowledge
Trying New Approaches
Systematic Processes
© 2002 Center for Effective Organizations, University of Southern California SM46M
Process & Methods
Improvement
System Performance
Focus
Systematic Processes
Trying New Approaches
Generating & Applying
Knowledge
© 2002 Center for Effective Organizations, University of Southern California SM47M
Process & Methods
Improvement
System Performance
Focus
Systematic Processes
Trying New Approaches
Generating & Applying
Knowledge
Connecting Knowledge
© 2002 Center for Effective Organizations, University of Southern California SM48M
IT Quality
Direction & Performance Information
Developmental Emphasis
System Performance
Focus
Systematic Processes
Connecting Knowledge
Trying New
Approaches
Generating & Applying
Knowledge
Process & Methods
Improvement
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© 2002 Center for Effective Organizations, University of Southern California SM49M
CONTEXTKNOWLEDGE
RELATEDPROCESSES
KNOWLEDGEOUTCOMES EFFECTIVENESS
Focuses Attention
Embodies & Conveys
Shared MeaningAbout Purpose
Connects Expertise
Disseminates Codified
Knowledge
DevelopsNeeded
Expertise
ExtendSense-makingAndLearning
Creating andApplying
Knowledge:
-to products
-to methodsand processes
Clarity
Delivering on Strategy
ForValue Creation
Conceptual Model of OrganizationKnowledge System
Conceptual Model of OrganizationKnowledge System