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Understanding Knowledge Management
Introduction
Introduction
Decision. Action. Collaboration. Cooperation. Success. Failure. Enterprise. Strategy. These words and more are common vocabulary within an organization, and they all have something in common—the need for
knowledge.
Every organization seeks out and improves its foundation in knowledge, whether it is in the form of training and
education, research and development, projects, or subscription to relevant publications. The discipline of knowledge management is simply a means of focusing
one’s effort in the right direction.
Defining Knowledge Management
Knowledge Management as a discipline in business began in the early 1990s and was built on previous efforts in information management, data management, and document management.
The problem is that knowledge management is still vaguely defined and often incorrectly construed as an offshoot of some other disciplines like those mentioned before or content management, business intelligence, or the like.
Additionally, many organizations seeking to exploit knowledge management will typically think in terms of technology, attempting to develop and implement the latest and greatest software package to capture and disseminate knowledge. However, knowledge management in its purest sense is not a function of the IT department or the Human Resources department. It is a cultural phenomenon of the entire enterprise.
Defining Knowledge Management
There are two definitions familiar to people working in knowledge management.
The first is the most quoted definition by Thomas Davenport (1994):"Knowledge management is the process of capturing, distributing, and
effectively using knowledge."
The second is the most cited definition by Bryant Duhon (1998)"Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing
all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-
captured expertise and experience in individual workers."
Understanding Knowledge
Knowledge is:
DECLARATIVE (What)
PROCEDURAL (How)
Understanding Knowledge (Expression)
Knowledge can be expressed as:
EXPLICIT
IMPLICIT
TACIT
Understanding Knowledge (Scope)
The scope of knowledge can be described as:
INDIVIDUAL
ORGANIZATIONAL
COLLECTIVE
INDIVIDUAL
COLLECTIVE
ORGANIZATIONAL
AUTONOMY MOTIVATION
Understanding Knowledge (Transfers)
There are two methods of transferring knowledge:
Technical – CODIFICATION
Relational - PERSONIFICATION
Knowledge and Learning
Knowledge Management
and
Organizational Knowledge
or
Organization Learning
and
Learning OrganizationKNOWLEDGE
KNOWLEDGE
LEARNING
KM Capabilities
CODIFICATION(Organizational
Knowledge)
PERSONIFICATION(Individual
Knowledge)
EXPLOITATION
(Directed Access to Knowledge)
HARVEST HARNESS
EXPLORATION
(Browsing and Research)
HUNT HYPOTHESIZE
Harvesting Knowledge
To harvest means to gather.
In the previous diagram, harvesting knowledge is a process of directly accessing codified or explicit knowledge. The most common example of this is a centralized knowledge database or document repository.
Harnessing Knowledge
To harness means to trap.
Harnessing knowledge is a process of directly accessing personal or tacit/implicit knowledge. The most common example of this is training program or mentoring.
Hunting Knowledge
To hunt means to pursue.
Hunting knowledge is a process of chasing down codified or explicit knowledge. The most common example of this is the use of a search engine.
Knowledge Hypothesis
An hypothesis is an assumption.
Knowledge is the result of a process where personal or tacit knowledge is accessed to formulate or prove a hypothesis. The most common example of this is research and development.
Knowledge Assets and Processes
Knowledge Assets – Definable, often explicit, property in the form of knowledge which must be nurtured, protected, and used to the largest extent possible
Knowledge Processes – The prescribed activities for creating, building, compiling, organizing, transforming, transferring, applying, and securing knowledge assets
Knowledge Management—Policies
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Data
Context
Understanding
Wisdom
Why?
Knowledge
How?
InformationWho, what,when, where?
Data
Context
Understanding
Wisdom
Why?
Knowledge
How?
InformationWho, what,when, where?
Knowledge Management—SKMS
SKMS (Service Knowledge Management System)
CMS (Configuration Management System)
CMDB
(Configuration Management Database)
KEDB
(Known Error Database)
Decisions
Knowledge Bases
From a technical context, a knowledge base is a repository of knowledge assets managed by the organization and accessible by authorized individuals.
From an organizational context, a knowledge base is composed of:
– Knowledge possessed by members of the organization
– A framework connecting knowledgeable members– Structures promoting interaction and communication
between members
Knowledge Management Objectives
The strategic objectives of knowledge management for most organization revolve around the following statements:
– Transform knowledge into value add components serving business processes and operations.
– Leverage knowledge to accelerate growth, generate innovation, and provide competitive advantage.
Within this context, knowledge management initiatives will typically focus on:
– Creating a knowledge repository– Managing knowledge as assets– Improving knowledge quantity and/or quality– Enhancing a culture for knowledge sharing
Purpose of KM
Purposes from a Enterprise Architecture perspective:– Executive – making strategic decisions about products,
services, acquisitions, and alliances based on knowledge-related factors
– Business Management – determining why, where, and to what point, knowledge should be invested in or exploited
– Architect – defining practices to identify, organize, direct, promote, and monitor knowledge-related activities
– Engineer – incorporating defined practice in daily operations to create a knowledge-focused culture
– Technician – applying practices to create/use explicit knowledge and leverage tacit knowledge
Benefits of KM Improves decision-making capabilities by ensuring appropriate
knowledge is available to the right people at the right time Provides a framework for capturing knowledge and promoting
learning within the organization Stimulates cultural change and innovation by encouraging the free
flow of ideas Enhances employee retention rates by recognizing the value of
employees' knowledge and rewarding them for it Streamlines operations and reduces costs by eliminating
redundant or unnecessary processes Improves customer service by reducing response time and
increasing quality of service Gets products and services to market faster, thus boosting
revenues and improving competitive advantage
Challenges in KM
Lack of Participation
Lack of Definition/Too Much Definition
Contributions Misunderstood/Restricted
Data Deluge
Ongoing Maintenance
Implementing KM
Sc
op
e Individual
Organizational Knowledge
Learning
Man
agem
ent
InformationPeople
Tracking
Tips on Implementing KM
Try not to use the term Knowledge Management
Move away from a technology-centric paradigm
Start small
Be user-friendly
The Toolkit
The Toolkit is designed to be holistic in its approach to Knowledge Management. Its intent is to identify the potential dangers in improving an organization’s capabilities and to provide a practical approach to implementing Knowledge Management solutions. The technologies are too broad and diverse to be covered in a single toolkit, so templates and aids are provided, which can be used across several implementation projects.
The goal of the Knowledge Management Toolkit is to define what knowledge management is, how it can be used effectively by an organization, and support an organization’s attempt to develop its capabilities in knowledge management.
Moving Forward
The toolkit is designed to accept one basic premise: that an organization already has capabilities in knowledge management, whether they are seen as such or not. A specific organization may find individual presentations or documents more valuable than others, but it is our hope that the overall toolkit sufficiently covers the broad spectrum of knowledge management for all organizations.
The core documents of the toolkit focus on developing an organization in the three major focus areas of knowledge management:
– Discovering Knowledge– Capturing Knowledge– Sharing Knowledge
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