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Knowledge Creation Information and Knowledge Management Pedro González, nº29919 Faroq Al-Tam, nº41287 Universidade do Algarve Faculdade de Ciências e Tecnologia Mestrado em Engenharia Informática

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Knowledge CreationInformation and Knowledge Management

Pedro González, nº29919Faroq Al-Tam, nº41287

Universidade do AlgarveFaculdade de Ciências e TecnologiaMestrado em Engenharia Informática

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Contents

Introduction Knowledge Activities Attribute dimensions Knowledge maturation cycle Sharing and creation Focusing KM on the process Knowledge and Sense-Making Organization Learning

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Knowledge Creation

Is an important activity for organization?! Valuable Resource VS Traditional ones Greater Effectiveness Survival Far-Reaching objectives (social, national, … etc) Leading Innovation

Knowledge Management (KM ) Right K to Right P at Right T for Right C. Obstacles. (unreliable , incompleteness, … )

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Knowledge Activities 1/3

KnowledgeActivities

AcquisitionSelection

Internalization

Externalization Generation

Knowledge flow

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Knowledge Activities 2/3

Acquisition – identifying knowledge in the external environment

Selection – identifying knowledge in an organization's internal knowledge resources base

Internalization – distribute or store acquired, selected or generated knowledge within the organization

(consumer satisfaction surveys, hiring an employee)

(select qualified employees to lend their knowledge to some task)

(documentation)

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Knowledge Activities 3/3

Externalization – embedding knowledge in outputs (e.g. Products, services) to release into the environment

Generation – production of new knowledge from existing knowledge by derivation or discovery

(manufacturing a product, developing an advertisement)

(discovering patterns, deriving forecasts)

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Attribute Dimensions

Type and Mode Nature and process

Type

Descriptive Procedural Reasoning

What How Why

Mode

Tacit Explicit Cultural

Procedural/Reasoning(Descriptive) → New Knowledge Knowledge is the result of a process

Face-to-Face conversation

Journals, DB, Records

Assumptions,Beliefs,Norms

They provide different perspectives on the knowledge creation.

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Attribute Dimensions cont.

Other knowledge creation activities Serendipitous event Intentional act Unrelated experiments A gap in a previous knowledge

Generating new knowledge Discovery Derivation

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Shukla's maturation cycle Based on works of Boisot and Nonaka

Stage 1:Discoveredknowledge

Stage 2:Codified

knowledge

Stage 3:Migratoryknowledge

Stage 4:Invisible

knowledge

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Knowledge Sharing and Creation

Why do we share it? What/who is the key-factor of sharing

successfulness? How to share it? (Nonaka et al 1995).

Four processes Socialization (coworkers conversation) Externalization(tacit → explicit) Combination(explicit → ExPliCit) Internalization(explicit → tacit)

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Knowledge Sharing and Creation cont.

4 processes to 3 integrated Models(Choo, 1998).

Knowledge conversion Concerns on internal knowledge cycle. Sharing promoted by ”information redundancy” More freedom to individual to discover new

knowledge.

Knowledge building Offer an environment for knowledge creation Help individuals increase capabilities and solving

shared problems

Knowledge Linking Sharing with other organizations (coordination,...etc)

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Focusing KM on the process 1/2

”To grasp the meaning of a thing (…) is to see its relation to other things” (Dewey)

Create knowledge constructing frameworks that capture new perspectives on relationships

A good KM system should focus on learning and innovating processes

Consider how people communicate

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Focusing KM on the process 2/2

KM systems can capture complexity of human organizations and human thought and create patterns of relationships that create new knowledge

KM webs reflect multiple connections between institutions, countries, etc

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Knowledge and Sense-making

How do organizations use Knowledge? Make sense to change environment Create Knowledge for innovation Use past expertise to make decisions

Process of sense-making includes: Enactment (Environmental boundaries and interpreting raw data)

Selection (Puts meaning on data from past experience)

Retention (Stores successful sense-making for future use)

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Organization Learning

We ALL practice this science Depends on the learning process to extend

our capacity to create and generate. Organizations:

Were becoming more complex (challenges) Increase in number, diversity, interconnections Events occur quickly and need some fast

reactions

How can knowledge creation help?

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Organization Learning Pillars

Team Learning

Systems ThinkingShared Mental Model

Personal Mastery Shared Vision

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Organization Learning

The organization's intelligence is greater than the sum of the knowledge of the individuals

The environment should encourage learning and have processes to promote knowledge creation

OL is facilitated by the dissolution of organizational boundaries

It's needed a structure that encourages communication, interaction and flexibility

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Learning organizations

Learning organizations Traditional model

Permeable boundaries Clear boundaries

Evolving design Pre-designed

Maximizing skills Minimizing skills

Integrated processes Segmented tasks

Open, multi-functional networks Functional, hierarchical groups

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