knowledge management: overview by mrs. janet scheitle
TRANSCRIPT
Knowledge Management: Overview
byMrs. Janet Scheitle
What is Knowledge?
The Old Pyramid data
information knowledge
wisdom
Information that changes something or somebody—becoming grounds for action by making an individual, or institution capable of different, more effective action
Drucker, The New Realities
What is Knowledge Management?
More definitions than Webster Wiig Drucker Rumizen Neilson My Take
More varieties than Heinz 57 British Petroleum Buckman Labs Ford Others
A few Foundation Principles and Building Concepts
Knowledge Influences Success Knowledge Resides in the Heads of People Two Types of Knowledge
Codified Personalized
Knowledge Sharing Requires a Conduit to Happen Systemically
Technology is the conduit Knowledge Sharing Requires Trust KM embraces both the Knowledge Based
organization and the Learning Organization KM has planned architectural frameworks
Knowledge Influences Success
Peter Drucker (the one factor) Toffler (Survival in Knowledge
Age is not who can read or write but who can learn and unlearn quicker)
Nonaka (the cutting edge) Tom Peters (sum total of value-
added) Handy, Drucker (primary factor
of productivity)
Knowledge Originates and Resides in the Heads of People and the Two Types of Knowledge
Explicit – knowledge that is codified, recorded, or actualized into some form outside of the head
Books, periodicals, journals, maps, photographs, audio-recordings
Webpages, websites, portals Tacit – Knowledge from experience and insight,
not in a recorded form, but in our heads, intuition
Intellectual capital - Doesn’t mean much unless packaged in useful ways technology and global environment is redefining
“useful ways”
Technology Enables New Knowledge Behaviors
Technology shapes how we live (radio, television, computer, biotechnology)
Pushes KM, doesn’t drive it Facilitates flow of knowledge
One look, one feel Easy access Easy dissemination (push-pull) Different storage (from paper to digits)
Knowledge sharing and transfer requires trust
Trust is hard to build in cyberspace Trust usually requires initial face-to-
face Sharing must be open and reciprocal Based upon a commonality Time to do so Social identity in cyberspace
Shift from Managing Stocks of Stuff to
Managing Flows of Knowledge (Nielson) Librarians use to managing stuff
Books Magazines Cassettes
Administrators use to managing stuff
Buildings and furniture, land People Money
Automators use to Managing Stuff Computers Fiber optics Bandwidth
KM Embraces the Learning Organization and the KBO
Peter Senge, The Fifth Discipline Learning Styles (Visual, Auditory, Kinesthetic) Change Intervention Styles (Engineer,
Teacher, Socializer, Commander) Adult Learning Theory (Experiential, Critical
Reflection, Self-Directed) Share knowledge to learn quicker, relearn
and “unlearn” faster What is a KBO?
Knowledge Requires Capture,
Organization, Access and Leverage
OLD WAY Capture form is written,
auditory or graphical representations
Organization is via tables of content, indexes, classification systems used by publishers, libraries, etc
Access when physical body goes to where the knowledge is located…a library, a company, a research laboratory, a school
Tacit knowledge rarely tapped
Leverage is a sum game
NEW WAY Capture from is digits in
cyberspace Organization via software
programs designed upon engineering principles, mathematical equations, word associations in cyberspace 24/7/365
Access wherever the physical bodies link via computers
Tacit knowledge tapped using many different technological tools
Leverage is exponential, multiples upon multiples
Knowledge Work Activities
Result
Acqu i re
An a lyze
Orga n i ze
Cod i fy
Commu n ica teUti l i ze
Knowledge Architectures: It Takes a Lot -- the Four Pillars KM
M U L T I P L E D I S C I P L I N E S
K NOWLEDGE MANAGEMENTThe Architecture of Enterprise Engineering
Systems Engineering Organization Development Organization BehaviorSystems Management
E-mailOLAPData WarehousingSearch EnginesDecision SupportProcess ModelingManagement ToolsCommunications
TECHNOLOGY
TECHNOLOGY
BPR- Processes- ProceduresMetricsMBOTQM/LWorkflowCommunications
ORGANIZATION
ORGANIZATION
Business CultureStrategic Planning- Vision and GoalsClimateGrowthSegmentationCommunications
LEADERSHIP
LEADERSHIP
IntuitionInnovation vs.
InventionLearning
CommunityVirtual TeamsShared ResultsExchange ForumsCommunications
LEARNING
LEARNING
Environmental Influences
Social
Political Governmental
Economic
Stankosky, Calabrese, Baldanza, 1999
M U L T I P L E D I S C I P L I N E S
K NOWLEDGE MANAGEMENTThe Architecture of Enterprise Engineering
Systems Engineering Organization Development Organization BehaviorSystems Management
E-mailOLAPData WarehousingSearch EnginesDecision SupportProcess ModelingManagement ToolsCommunications
TECHNOLOGY
TECHNOLOGY
BPR- Processes- ProceduresMetricsMBOTQM/LWorkflowCommunications
ORGANIZATION
ORGANIZATION
Business CultureStrategic Planning- Vision and GoalsClimateGrowthSegmentationCommunications
LEADERSHIP
LEADERSHIP
IntuitionInnovation vs.
InventionLearning
CommunityVirtual TeamsShared ResultsExchange ForumsCommunications
LEARNING
LEARNING
Environmental Influences
Social
Political Governmental
Economic
Stankosky, Calabrese, Baldanza, 1999
M U L T I P L E D I S C I P L I N E S
K NOWLEDGE MANAGEMENTThe Architecture of Enterprise Engineering
Systems Engineering Organization Development Organization BehaviorSystems Management
E-mailOLAPData WarehousingSearch EnginesDecision SupportProcess ModelingManagement ToolsCommunications
TECHNOLOGY
TECHNOLOGY
E-mailOLAPData WarehousingSearch EnginesDecision SupportProcess ModelingManagement ToolsCommunications
TECHNOLOGY
TECHNOLOGY
BPR- Processes- ProceduresMetricsMBOTQM/LWorkflowCommunications
ORGANIZATION
ORGANIZATION
BPR- Processes- ProceduresMetricsMBOTQM/LWorkflowCommunications
ORGANIZATION
ORGANIZATION
Business CultureStrategic Planning- Vision and GoalsClimateGrowthSegmentationCommunications
LEADERSHIP
LEADERSHIP
Business CultureStrategic Planning- Vision and GoalsClimateGrowthSegmentationCommunications
LEADERSHIP
LEADERSHIP
IntuitionInnovation vs.
InventionLearning
CommunityVirtual TeamsShared ResultsExchange ForumsCommunications
LEARNING
LEARNING
IntuitionInnovation vs.
InventionLearning
CommunityVirtual TeamsShared ResultsExchange ForumsCommunications
LEARNING
LEARNING
Environmental Influences
Social
Political Governmental
Economic
Stankosky, Calabrese, Baldanza, 1999
InitiativesInitiatives
A K
OA
K O
HU
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MA
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CA
PIT
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CA
PIT
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GOAL 4GOAL 4 GOAL 5GOAL 5
GO
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GO
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GOAL 1GOAL 1
BE
ST
B
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PR
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TIC
ES
PR
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TIC
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GOAL 2GOAL 2
INF
OIN
FO
--S
TR
UC
TU
RE
ST
RU
CT
UR
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GOAL 3GOAL 3
Enterprise Enterprise Portfolio MgmtPortfolio Mgmt
ArchitectureArchitecture
Capital Planning &Capital Planning &Investment MgmtInvestment Mgmt
Army RegulationsArmy Regulations& Policy Revisions& Policy Revisions
AKM StrategicAKM StrategicCommunications PlanCommunications Plan
Foxhole to FactoryFoxhole to FactoryProcessesProcesses
CollaborativeCollaborativeProcessesProcesses
Achieve eArmy Achieve eArmy TransformationTransformation
Battle CommandBattle CommandKnowledge SystemKnowledge System
EliminationEliminationof Applicationsof Applications
EnterpriseEnterpriseDirectory ServicesDirectory Services
IntegrateIntegrateReserve ComponentReserve Component
NETOPS CONOPSNETOPS CONOPSDefense InDefense In--DepthDepth
Server and ProcessingServer and ProcessingCenter ConsolidationCenter Consolidation
Key componentKey componentOf Of LandWarNetLandWarNet
Standard ArmyStandard ArmyWeb Web PresensePresense
NCES ServicesNCES Services
DistributedDistributedAKOAKO
Common Common UwerUwerInterfaceInterface
National SecurityNational SecurityPersonnel SysPersonnel Sys
Human ResourceHuman ResourcePlanningPlanning
ProfessionalizationProfessionalizationof Workforceof Workforce
Institutionalize AKMInstitutionalize AKMin Schoolhousesin Schoolhouses
Information OperationsInformation OperationsAssetsAssets
LandWarNetLandWarNet
AKM Goals & Structure
KM is different from a KMS KM is whole ball of wax (people,
technology, processes, learning, business) KMS is a knowledge management system
that makes it happen KMS is comprised of four components
Content management applications Expertise locator applications Collaboration Portal
All tightly integrated
KM Important Lessons Learned
KM - beyond fad – a distinct management concept suggesting it’s prudent to manage the intellectual assets of an enterprise, to cultivate for advantage in the marketplace
KM is complex, integrative with other disciplines Old skills and abilities don’t necessarily work in
KM environment – must be redefined, polished, updated
Principles and concepts are not new- what’s new is the merger with technology to do so and practical applications
Librarians have many skills that apply to KM