efqm 4e carolin grätsch

Carolin Grätsch, IB 1

4. Partnerships& Resources

4e) Information and knowledge are managed to support effective

decision making and to build the organisation's capability.

Carolin Grätsch, IB 2

Outline1. General Information

1a) Definitions 1b) What is IM and KM? 1c) Purpose and Aims 1d) International Relevance& Linkages

2. Detailed Information 2a) Who benefits from IM and KM?

2b) Valuation of Information, First Steps 2c) Tools& Techniques

3. RADAR- knowledge café 3a) Results

3b) Apporaches& Deployment 3c) Assessment& Refinement

Carolin Grätsch, IB 3

1a) Definitions

Information

“Organized data” (Saint-Onge, 2002)

“Interpreted data” (Probst et alii, 2002)

Knowledge

“ Knowledge – encompasses what we know and what we can do – indicates a state and, therefore, potential for action

and decision“ (Keating, Robinson & Clemson 1999)

“Knowledge is true and justified belief” (Nonaka & Takeuchi, 1995)

Carolin Grätsch, IB 4

1b) What is Information- and Knowledge Management?

a key management discipline that focuses on the effective gathering,

organisation, storage, dissmemination and flow of information and knowledge

within organisations

Carolin Grätsch, IB 5

http://www.community-of-knowledge.de/beitrag/wissensmanagement-mehr-als-eine-moderne-philosophie/

1b) What is IM and KM?

Carolin Grätsch, IB 6

1c) Purpose and Aims

Purpose:

- deliver value to business and customers

- ensure day-to-day information- and knowledge- exchange

- ensure quality and availability of data and information for responsible and/ or involved

persons

Carolin Grätsch, IB 7

1c) Purpose and Aims

Aims:

- draw out tacit knowledge people have

- become more competitive through the capacities of employees

- to be more flexible and innovative

- sustainability of knowledge management as a competitive advantage

- better practice, strategy and policy

Carolin Grätsch, IB 8

1d) International Relevance

- basis of intercultural communication

- particularly in large and geographically dispersed organizations KM is very important

-> necessary in order to supply all areas of business with job relating information and ideas

- regard cultural norms -> knowledge is a power resource

- regard prefered learning style of country

Carolin Grätsch, IB 9

1d) Linkages

- Leadership

- Strategy

- People

- Partnerships

- Processes

Carolin Grätsch, IB 10

2a) Who benefits from IM and KM?

- leaders (are provided with information)

- employees (alleviates teamwork and research, accelerates working process, always up to date)

- investigators (accelerates innovation process)

- customers and society (can be part of Information- and Knowledge process, be informed at all times)

- the whole organisation (improve communication flow, create long-term value)

Carolin Grätsch, IB 11

2b) First Steps

1. Making knowledge visible

2. Building knowledge intensity

3. Developing knowledge culture

4. Building knowledge infrastructure

Carolin Grätsch, IB 12

2b) Valuation of information

� Who created the information

� What is the background of the authors

� Where and when was it created

� How long will the information be relevant

� Who validated the information

� Who else might be interested or has similar knowledge

� Where was it applied or proved to be useful

� What other sources of information are closely related

Carolin Grätsch, IB 13

2c) Tools& Techniques

- case study

= Narrative recording of a project’s progress and outcomes → enables to share experiences with others

- rapid eveidence review

= Systematic review of research → enables new projects to build on what has gone on before

Carolin Grätsch, IB 14

1e) Tools& Techniques

- knowledge banks (networks)

= Repositories of stored knowledge → mass collection of accumulated knowledge

- knowledge café

= A group of people having an open, creative conversation in an informal environment

→ Informal learning through dialogue, each person has a responsibility to contribute

Carolin Grätsch, IB 15

3. RADAR- knowledge café

Knowledge café

Goals: - flowing dialogue that allows people to share ideas and learn from each other

- explore issues that require discussion in order to build a consensus around an issue

Advantages:

- no rush to make quick decisions

- informal environment (time-out)

- fosters groupwork

Carolin Grätsch, IB 16

3a) Results

- knowledge share

- innovative ideas

- networks

- teambuilding

- learning process

- Identification of problems

→ possible results

- atmosphere

Carolin Grätsch, IB 17

3b) Approaches& Deployment

- set up a regularly meeting

- appoint facilitator

- (identify relevant question/ topic)

- invite interested parties

- find location, create comfortable environment

- set up guidelines

- record meeting or report afterwards

- analysis of outcome

Carolin Grätsch, IB 18

3c) Assessment& Refinement

- evaluation after meetings

→ problems?

→ suggestions for improvement?

- record received information and include it in Knowledge process or provide it in knowledge

banks

Carolin Grätsch, IB 19

Sourceshttp://informationr.net/ir/10-4/paper235.html

http://informationr.net/ir/8-1/paper141.html

http://www.steptwo.com.au/papers/kmc_effectiveim/index.html

http://www.londonmet.ac.uk/pgprospectus/courses/information-and-knowledge-management.cfm

http://www.community-of-knowledge.de/beitrag/wissensmanagement-mehr-als-eine-moderne-philosophie/

http://www.sla.org/pubs/serial/io/1998/may98/broadben.html

http://www.kbos.net/imagefiles/Unified%20PM%20KM%203.jpg

http://www.strategy-business.com/article/14901?gko=a304a

http://web.fumsi.com/go/article/manage/2854

http://www.content-management-junction.com/km-future.html

http://www.businessdictionary.com/definition/tacit-knowledge.html

http://www.bundesbank.de/download/volkswirtschaft/dkp/2009/200916dkp.pdf

http://www.idea.gov.uk/idk/aio/8595069

http://www.slideshare.net/dgurteen/introduction-to-the-knowledge-cafe

Carolin Grätsch, IB 20

Thank you very much for your