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What is Knowledge

Knowledge is justified true belief. Ayer,A.J. (1956). The Problem of Knowledge.

Knowledge is a fluid mix of framed

experience, values, contextualinformation and expert insight that

provides a framework for evaluating

and incorporating new experienceand information.

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KM is the process of capturing and

making use of a firms collective

enterprise anywhere in the business-on paper, in document, in databases

(called explicit knowledge) or in

peoples heads (called tacitknowledge).

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A Community CollegesDefinition

A discipline and framework designed

to help our organization acquire,

package and share what we knowto enable decision-making, creativity,

innovation and communication.

(Cuyahoga Community College)

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It originates and is applied in the minds

of knower.

In organizations it often becomesembedded not only in documents or

repositories but also in organizational

processes, practices and norms. Davenport,T.H. & Prusak, L (1998). Working Knowledge. Knowledge is information in action.ODell

C. & Grayson Jr., C.J.(1998). If only we knew what we know.

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What is Knowledge

Management? Defined in a variety of ways. KM in education: a strategy to enable people to

develop a set of practices to create, capture,

share & use knowledge to advance.

KM focuses on: people who create and use knowledge.

processes and technologies by which knowledge is created,maintained and accessed.

artifacts in which knowledge is stored (manuals, databases,

intranets, books, heads).

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Knowledge is defined (

Oxford English Dictionary) variously as

(i) expertise, and skills acquired by a person

through experience oreducation; the

theoretical or practical understanding of a

subject,

(ii) what is known in a particular field or intotal; facts and information or

http://en.wikipedia.org/wiki/Oxford_English_Dictionaryhttp://en.wikipedia.org/wiki/Experiencehttp://en.wikipedia.org/wiki/Educationhttp://en.wikipedia.org/wiki/Educationhttp://en.wikipedia.org/wiki/Experiencehttp://en.wikipedia.org/wiki/Oxford_English_Dictionary

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Knowledge acquisition involves

complex cognitive processes:

perception, learning, communication,association and reasoning. The term

knowledge is also used to mean the

confident understanding of a subjectwith the ability to use it for a specific

purpose.

http://en.wikipedia.org/wiki/Cognitivehttp://en.wikipedia.org/wiki/Reasoninghttp://en.wikipedia.org/wiki/Understandinghttp://en.wikipedia.org/wiki/Understandinghttp://en.wikipedia.org/wiki/Reasoninghttp://en.wikipedia.org/wiki/Cognitive

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What is KnowledgeManagement?

Knowledge management is a

discipline that promotes an

integrated approach toidentifying, managing and

sharing all of an enterprises

information needs.

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Knowledge management is a conscious

strategy of getting the right knowledge to the

right people at the right time and helping

people share and organise information intoaction in ways to improve organisational

performance.

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It is a complex process that must be

supported by a strong foundation of enablers,

such as strategy, leadership, culture,

measurement and technology.

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Knowledge Management is creating a

culture of learning, innovating,

sharing and achieving - and mosteffectively implemented as part of

Change Management.

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But mere knowledge is notpower; it is only possibility. Action

is power; and its highestmanifestation is when it is directed

by knowledge. Francis

Bacon

Knowledge is power.

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The value of knowledge is derived from the

value of the decisions with which it is

associated.

The measurement of KM success is therefore

related to improved decision making and the

achievement of objectives.

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Knowledge Management is making better

decisions by understanding the knowledge

ingredients for decision making..

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These information assets may include

databases, documents, policies and

procedures as well as previously

unarticulated expertise and experienceresident in individual workers.

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Where does KM come from?

Technology Infrastructure, Database, Web, Interface

Globalization World wide markets, North American integration

Demographics Aging population, workforce mobility, diversity Economics

Knowledge economy

Customer relations Quality

Increase in information Specialization, Volume, Order

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Todays knowledge organisation has a

renewed responsibility to hire knowledgeable

employees and specialists to manage

knowledge as an intangible asset in the sameway that one calls on an investor to manage

a financial portfolio.

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Data, Information & Knowledge

DATA INFORMATION KNOWLEDGE

Definition

Raw facts, figuresand recordscontained in a

system.

Data placed into aform that isaccessible, timely and

accurate.

Information incontext to make itinsightful and

relevant for humanaction.Reason Processing Storing / Accessing. Insight, innovation,improvement.

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Two types of

knowledge

Explicit knowledge Formal or codified Documents: reports,

policy manuals, whitepapers, standardprocedures

Databases

Books, magazines,journals (library)

Implicit (Tacit) knowledge

Informal and un codified Values, perspectives &

culture

Knowledge in heads

Memories of staff, suppliers

and vendors

Documentedinformation that can

facilitate action.

Know-how & learningembedded within the minds

people.

Knowledge informs decisions and actions.

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Need for KM

1. Knowledge is rapidly displacing capital

2. Unstable markets necessitate, reshaping of

product & project lines

3. Ability to exploit its own intellectual resources.4. Only the knowledgeable will survive.

5. Knowledge is the key driver for decision support

and decision making and enables effective

decision by making knowledge about past projects

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6.KM requires a strong culture of sharing

7. knowledge, skills, competencies and insight

that the employee possessed at all levels of

the organization.

8.Global market and increasing knowledge

requirements

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What is aWhat is a

Learning Organization?Learning Organization?

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A Learning Organization

Any organization in which you cannot not learnbecause learning is so insinuated into the fabric of life

Peter M. Senge, The Fifth Discipline:

The Art & Practice of The Learning Organization

The Bottom Line: Any organization that has a

culture and structure that promotes learning

at all levels to enhance its capabilities to produce,adapt and shape its future.

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TheLearning

Organization

Focus

Systems

Thinking

Team

LearningShared

Vision

Mental

Models

Personal

Mastery

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In the Fifth Discipline, Peter Senge describes

learning organizations as places

"where people continually expand their

capacity to create the results they trulydesire, where new and expansive patterns of

thinking are nurtured, where collective

aspiration is set free, and where people arecontinually learning to see the whole (reality)

together".

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The five disciplines of the learning

organization discussed in the book are:

1) Personal Mastery

2) Mental models

3) Shared Vision

4) Team learning

5) Systems thinking- The Fifth Discipline that

integrates the other 4

http://en.wikipedia.org/wiki/Mental_modelshttp://en.wikipedia.org/wiki/Team_learninghttp://en.wikipedia.org/wiki/Systems_thinkinghttp://en.wikipedia.org/wiki/Systems_thinkinghttp://en.wikipedia.org/wiki/Team_learninghttp://en.wikipedia.org/wiki/Mental_models

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Why a LearningOrganization? A company that performs badly is easily

recognizable. Can you spot the signs?

Do your employees seem unmotivated or

uninterested in their work? Does your workforce lack the skill and knowledge

to adjust to new jobs?

Do you seem to be the only one to come up with all

the ideas? And does yourworkforce simply follow orders?

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Do your teams argue constantly and lack realproductivity?

Orlack communication between each other? And when the "guru" is off do things get put on

hold? Are you always the last to hear about problems? Or worst still the first to hear about customer

complaints? And do the same problems occur over and over? If any of these points sound familiar the answer for

you could be a Learning Organization.

A Learning Organization:

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A Learning Organization:Key Disciplines

SYSTEMS THINKING: Integrating all the functions in an organization

into a cohesive structure.

PERSONAL MASTERY: Personal and professional development that

is in sync with the organizations goals.

MENTAL MODELS: Internalized frameworks and generalizations of

how an organization works and responds to its environment.

SHARED VISION: Developing commitment using shared pictures of

the future; Everyone working for a common, agreed upon future.

TEAM LEARNING: People working as teams and therefore learning

as teams.

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A mental model is a kind of internal symbol or representation ofexternal reality, hypothesized to play a major role in cognitionand decision-making. Once formed, mental models may replacecarefully considered analysis as a means of conserving time andenergy.

A simple example is the mental model of a wild animal asdangerous: upon encountering a snake, one who holds thismodel will likely retreat from the animal as if by reflex. Retreat isthe result of the application of the mental model, and wouldprobably not be the immediate reaction of one whose mental

model of wild animals was formed solely from experience withsimilar stuffed toy animals, or who had not yet formed any mentalmodels about wild snakes.

http://en.wikipedia.org/wiki/Cognitionhttp://en.wikipedia.org/wiki/Cognition

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The role of the learning professional as changeagent encompasses at least the following skillsand competencies:

Visioning

Strategizing

Planning

Consulting Researching: probing and surveying the organization

Communicating

Influencing Facilitating

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Strategies

Give individuals the time to learn. See the distribution of work from the lens of

development and learning. Do not ask simply,

Who can get the job done? Ask Who can getthe job done and learn along the way? Assess performance with a view to learning

and development too Ask both What has

the individual done? and What has theindividual learned? Give weight to both in anyformal or informal assessment.

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Select and develop for competencies that support

a learning organization active listening, mentoring,

coaching, etc, and focus management and

leadership development accordingly.

Give managers the time to function as learning

coaches.

Create incentives and rewards for individual

learning. Create incentives and rewards for managers as

learning coaches.

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Three broad questions

What is Learning

What is Organization

What is Learning Organization

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What is systems thinking

What is a system?

What is thinking?

What is systems thinking?

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We need to learn about

PeopleOrganization

TechnologyKnowledge

Learning

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Mental

Models

Shared

Vision

Team

Learning

Systems

Thinking

Personal

Mastery

Learning

Organization

Learningorganization

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Learning Organization

Systems Thinking

Shared Vision

Team Learning

Mental Models

Personal Mastery

Problem

change

culture

High economic growth

Leads to

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System is a

Wholealways

S t f t t h i

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System of tap water: who isdeciding : you or water level ?

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Personal masterycreative tension in rubber band

Reality

Aspirations

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Personal masterybeliefs, reality, vision

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Conscious and unconscious mindit is like iceberg

M t l M d l

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attitudes + perceptionattitudes + perception

you those around you

Mental Models: you

and around you

Sh d Vi i

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Shared Visionevolves

Shared visions

Personal 1

Personal 3

Personal 2

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Shared Vision: fully aligned

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Vision by all

K l d f t thi kiKno ledge of s stems thinking

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Knowledge of systems thinkingKnowledge of systems thinking

is poweris power

Wisdom

Knowledge

Information

Data

Th L i O i ti G l

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The Learning Organization Goal

Make Learning Part of theEvery Day Office Environment

The Lea i O a i atio

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The Learning Organization

Encourages Continuous Learning Promotes Access to Learning

Maximizes Information Sharing

Increases Flexible Access to Training Works Efficiently Using Interactive

Relationships

Sees the Big Picture Shares a Common Vision

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"The only sustainable advantage a firm has

comes from what it collectively knows, how

efficiently it uses what it knows, and how

readily it acquires and uses newknowledge."

Nagar Lai 2006