1 knowledge management the origin of knowledge by b. nugroho budi priyanto
TRANSCRIPT
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Knowledge Management
The Origin of Knowledge
by
B. Nugroho Budi Priyanto
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Topics• Differentiate: knowledge, information and
data
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Information vs KnowledgeInformation KnowledgeProcessed data Actionable information
Simply gives us the facts Allows making prediction, casual associations, or predictive decisions
Clear, crisp, structured, and simplistic Muddy, fuzzy, partly unstructured
Easily expressed in written form Intuitive, hard to communicate, and difficult to express in words and illustrations
Obtained by condensing, correcting, contextualizing, and calculating data
Lies in connections, conversations between people, experience-based intuition, and people’s ability to compare situations, problems, and solutions
Devoid of owner dependencies Depends on the owner
Handled well by information systems Also needs informal channels
Key resources in making sense of large volumes of data
Key resources in intelligent decision making, forecasting, design, planning, diagnosis, and intuitively judging
Evolves from data; formalized in databases, books, manuals, and documents
Formed in and shared among collective minds; evolves with experience, successes, failures, and learning over time
Formalized, captured, and explicated; can easily by packaged into an reusable form
Often emerges in minds of people through their experiences.
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Converts data to information
Data
Condensation
Calculate
Contextualization
Correction
Categorization
Information
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Creating InformationAddition to Data ResultCondensed Data is summarized in more
concise form, and unnecessary depth is eliminated
Contextualized We know why the data was collected
Calculated Analyzed data, similar to condensation of data
Categorized The unit of analysis is known
Corrected Errors have been removed, missing “data holes” have been accounted for
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Integration of Knowledge
Integration of knowledge creates new knowledge at the subsequent levels
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A map of some key facet of knowledge
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Comparing Tacit & Explicit KnowledgeCharacteristic Tacit Explicit
Nature Personal, context-specific Can be codified and explicated
Formalization Difficult to formalize, record, encode, or articulate
Can be codified and transmitted in a systematic and formal language
Development process Through trial and error in practice Through explication of TK understanding and interpretation of info.
Location Stored in the heads of people Documents, etc.
Conversion process To EK through externalization that is often driven by metaphors and analogy
IT support Hard to manage, share, or support with IT
Well supported by existing IT
Medium needed Needs a rich communication medium Can be transferred through conventional electronic channels
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KM system must support• Truth
• Judgment
• Experience
• Values, Assumptions, and beliefs
• Intelligence
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Fundamental processes in KM
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Levels of Professional Knowledge
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Learning company vs knowledge-leveraging company
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Retrofitting knowledge to the choice and implementation of IT & IT support functions (1)
Aspect Asset & Outcome Technology as Secondary Asset-Based Choice
What is managed Knowledge
Knowledge creation
Knowledge reuse
Knowledge integration
Hardware
Software
Communication network
Why managed it? Provide historical basis for decisions
Enabled sound decisions
Increase decision accuracy and choice efficiency
Implement reliable and high quality hardware, software, and communication systems
How do we manage it? Integrated, cross-functional approach
Include the entire extended enterprise, i.e., suppliers, consumers, consultants, vendors, and buyers
Integrated existing systems
Control costs
Make processes more efficient
Learn from mistakes
Reuse, not reinvent
Inventorize
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Retrofitting knowledge to the choice and implementation of IT & IT support functions (2)
Aspect Asset & Outcome Technology as Secondary Asset-Based Choice
Metrics and success criteria
Financial, tangible and intangible gains realized
Impact on performance
Impact on competitiveness
Timelines
Benchmark performance
A working KM system
A well-used KM system
A growing KM system
User increasingly contribute and demonstrate reciprocity
Who manages it? The CKO or equivalent manager
Individual organizational units using it
The CKO or equivalent managerial employee
The information technology function
Network service providers.
Practice leaders
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Three factors that distinguish company• Leveraged core competencies
• Continuous improvement of the value-added chain
• Ability to revitalized fundamentally
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Is your company ready for KM?• The scanning imperative:
– Does your company truly understand the environment in which is functions?
– Does it gather information about practices and condition outside the organization?
– Is there awareness about how your company’s internal operation compare with those of your competitors?
• Shared perception of performance gap• Metrics• Corporate culture• Knowledge champions• Strategic alignment• Begin with what you know
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Lesson learned• There are two primary types of knowledge• Experiential knowledge is stored in scripts• Knowledge is essentially collaborative and falters with
data-hoarding mentality• The five Cs for data to information• Managing knowledge is essential• Managing knowledge effectively can produce enviable
results• Beyond know-how towards care-why.• Intranets and extranets can be a starting point for building
a KM system• Success of a KM system depends on reciprocity• Is your company ready for KM?