knowledge management lecture 3: cycle
DESCRIPTION
Slidedeck describing knowledge management cycle models: Zack, Bukowitz and Williams, McElroy and Wiig.TRANSCRIPT
3. Knowledge Management
Cycle
Knowledge Management Introduction♻ 2008 Lecture Slides
Stefan [email protected]
http://stiivi.comStiivi
Four Models*
☛ book p. 26
presentdistributestorerefineacquire Knowledge
Get
Use
Learn Contribute
Asses
Build/Sustain
Divest
Knowledge Processing Environment
Knowledge
Production
Knowledge
Integration
Business
Processing
Environment
Organizational Knowledge
Distributed Organizational
Knowledge Base
beliefs and claims
single loop learning
beliefs and claimsdouble loop learning
Build Hold ApplyPool
obtain
analyze
reconstruct
synthesize
codify
model
organize
remember
accumulate in
repositories
embed in
repositories
archive
coordinate
assemble
reconstruct
synthesize
access
retrieve
perform tasks
survey
select
observe
synthesize
evaluate
decide
implement
Zack1996
Bukowitz and Williams1996
McElroy2003
Wiig1993
*clickable, ❖☚ returns here
Effective KM
identify, generate, acquire, diffuse and capture
clear distinction must be made between information and true knowledge assets
Meyer and Zack1996
❖☚
Research and knowledge about the design of physical products can be extended into the intellectual realm to serve as the basis
for a knowledge management cycle.
☛ book p. 26❖☚
Platforms
product platform
knowledge repository
information process platform
knowledge refinery
❖☚
Information Unit
formally defined atom of informationto be
stored
retrieved
manipulated
❖☚
Meyer and Zack
presentdistributestorerefineacquire
calls and surveys
analyze, interpret,
report
edit and format
decompose, index, link
indexed and linked
knowledge units
via web and groupware
interactive selection of knowledge
units
sources users
❖☚
Acquisition
issues of raw materials
scope, breadth, depth, credibility, accuracy, timelines, relevance, cost, control and exclusivity
“garbage in, garbage out”
data has to be in highest quality
presentdistributestorerefineacquire
❖☚
Refinement
primary source of added value
physical refinement
moving between mediums
logical refinement
restructuring, (re)labeling, indexing and integrating
cleaning up / sanitizing content
presentdistributestorerefineacquire
❖☚
Storage and Retrieval
bridge from acquisition and refinement to product generation
physical
folders, printed information
digital
database
knowledge management software presentdistributestorerefineacquire
❖☚
Distribution
how information is delivered to end users
fax, print, email, publication on a web page
timing, frequency, form, language,...
presentdistributestorerefineacquire
❖☚
Presentation
context plays important role
users have to have enough context to be able to make use of a content
presentdistributestorerefineacquire
❖☚
Bukowitz and Williams
2000
❖☚
Bukowitz and Williams
Knowledge
Get
Use
Learn Contribute
Asses
Build/Sustain
Divest
☛ book p. 32❖☚
Get
seek out needed information
for decision making, problem solving or innovation
think of information overload
user needs must be well understood
know where knowledge resources exist
Knowledge
Get
Use
Learn Contribute
Asses
Build/Sustain
Divest
❖☚
Use
how to combine information
in new and interesting ways to foster organizational innovation
focus on individuals and then on groups
Knowledge
Get
Use
Learn Contribute
Asses
Build/Sustain
Divest
❖☚
Learn
learning from experiences
means of creating competitive advantage
creation of organizational memory
best practices and lessons learned
transition between application and generation
Knowledge
Get
Use
Learn Contribute
Asses
Build/Sustain
Divest
❖☚
Contribute
getting employees to post
what they have learned
making knowledge visible and available
sharing
Knowledge
Get
Use
Learn Contribute
Asses
Build/Sustain
Divest
❖☚
Assess
evaluation of intellectual capital
definition of mission-critical knowledge
map of current intellectual capital
against future knowledge needs
requirements for new set of processes
Knowledge
Get
Use
Learn Contribute
Asses
Build/Sustain
Divest
❖☚
Build/Sustain
allocation of resources
to growth and maintenance of knowledge
creation of new knowledge
reinforcement of existing knowledge
Knowledge
Get
Use
Learn Contribute
Asses
Build/Sustain
Divest
❖☚
Divest
identification of obsolete knowledge
knowledge that gives no value any further
examination of resources required
to maintain knowledge
redeploying, outsourcing or terminating
Knowledge
Get
Use
Learn Contribute
Asses
Build/Sustain
Divest
❖☚
McElroy2003
❖☚
Knowledge is held...
subjectivelyin minds of individuals and groups
objectivelyin explicit forms
☛ book p. 35❖☚
Knowledge usein business-processing environment
matched expectations
reinforcement of existing knowledge
leads to reuse
double-loop learning
failed to match expectations
adjustments in business processing behavior
single-loop learning
❖☚
McElroy CycleKnowledge Processing Environment
Knowledge
Production
Knowledge
Integration
Business
Processing
Environment
Organizational Knowledge
Distributed Organizational
Knowledge Base
beliefs and claims
single loop learning
beliefs and claimsdouble loop learning
☛ book p. 36❖☚
Knowledge Production Process
Formulate Problem
Claim
Individual and
Group Learning
Knowledge Claim
Formulation
Information
Acquisition
Knowledge Claim
Evaluation
surviving?
falsified?
undecided?
codified
knowledge claim
❖☚
Knowledge Integration
introduction of new knowledge claims
to organization’s operating environment
retirement of old knowledge claims
❖☚
Validation
Validation of knowledge is a step that clearly distinguishes knowledge management from
document management.
The KM cycle focuses on processes to identify knowledge content that is of value to the organization
and its employees.
❖☚
Wiig1993
❖☚
Wiig Conditions
business and customers
products and services
resources
people, capital and facilities
ability to act
organization must have ...
☛ book p. 38❖☚
Knowledge...
… is the principal force that determines and drives the ability to act intelligently
❖☚
Four Steps
Build Hold ApplyPool
obtain
analyze
reconstruct
synthesize
codify
model
organize
remember
accumulate in
repositories
embed in
repositories
archive
coordinate
assemble
reconstruct
synthesize
access
retrieve
perform tasks
survey
select
observe
synthesize
evaluate
decide
implement
☛ book p. 39, 42❖☚
Building Knowledge
obtain knowledge
analyze
reconstruct/synthesize
codify
organize
❖☚
Obtaining Knowledge
research and development projects
innovations by individuals
experimentation
reasoning with existing knowledge
hiring new people
❖☚
Knowledge Analysis
extracting – from obtained material (transcripts, identify themes)
abstracting – from model or a theory
identifying patterns – trend analysis
explaining relations between knowledge fragments
verifying – that meaning has not been corrupted through summarizing
☛ remember the “One Example” from lecture !2
❖☚
Synthesis or Reconstruction
generalization of analyzed material
to obtain broader principles
generating hypotheses
establish conformance
between new and existing knowledge
update knowledge pool
incorporate new knowledge
❖☚
Codifying and Modeling
accord with mental models
knowledge should be codified in the way that it would be understandable by employees and will fit employees way of thinking, doing things and interpreting things
how knowledge is assembled
how knowledge is documented
❖☚
Organization of Knowledge
… for specific uses and according to an established organizational framework
classes? hierarchy? FAQ list? …?
?
❖☚
Holdingremembering
knowledge has been internalized or understood
accumulatingknowledge has been encoded and stored in a knowledge base
embeddingknowledge becomes part of procedure manual
archivingcreating a library, systematically retiring out-of-date or not relevant knowledge
❖☚
Poolingcoordination of knowledge
formation of collaborative teams
“who knows what” network
assembly
into background references
access and retrieval
be able to consult with knowledgeable people or knowledge base
1+1 = ? 2
❖☚
Application
anyhow*
*to increase positive business results❖☚
Integrated Cycle
❖☚
Integrated Cycle
capture and creation
sharing and dissemination
acquisition and application
assess
contextualizeupdate
☛ book p. 43❖☚
“☛ Book” references:
Kimiz Dalkir:Knowledge Management in Theory and Practice
Elsevier 2005