scheitle on knowledge management

8/3/2019 Scheitle on Knowledge Management

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Knowledge Management: Overview

by

Mrs. Janet Scheitle


2/16

What is Knowledge?

The Old Pyramid data

information knowledge

wisdom

Information that changes something or somebodybecoming grounds for action by making an individual,or institution capable of different, more effectiveaction

Drucker, The New Realities


3/16

What is Knowledge Management?

More definitionsthan Webster

Wiig

Drucker

Rumizen

Neilson

My Take

More varieties thanHeinz 57

British Petroleum

Buckman Labs

Ford

Others


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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 HappenSystemically

Technology is the conduit Knowledge Sharing Requires Trust

KM embraces both the Knowledge Basedorganization and the Learning Organization

KM has planned architectural frameworks


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KnowledgeInfluences Success

Peter Drucker (the one factor)

Toffler (Survival in KnowledgeA

ge isnot who can read or write but whocan learn and unlearn quicker)

Nonaka (the cutting edge)

Tom Peters (sum total of value-

added) Handy, Drucker (primary factor of

productivity)


6/16

Knowledge Originates and Resides in the Heads

of People and the Two Types of Knowledge

Explicit knowledge that is codified, recorded, oractualized 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 - Doesnt mean much unless packaged in useful ways

technology and global environment is redefining usefulways


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Technology Enables New Knowledge

Behaviors Technology shapes how we live (radio, television,

computer, biotechnology)

Pushes KM, doesnt drive it

Facilitates flow of knowledge

One look, one feel

Easy access

Easy dissemination (push-pull)

Different storage (from paper to digits)


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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


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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


10/16

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?


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Knowledge Requires Capture,

Organization, Access and Leverage

OLD WAY Capture form is written,

auditory or graphicalrepresentations

Organization is via tables ofcontent, indexes,classification systems usedby publishers, libraries, etc

Access when physical bodygoes to where theknowledge is locateda

library, a company, aresearch laboratory, aschool

Tacit knowledge rarelytapped

Leverage is a sum game

NEW WAY Capture from is digits in

cyberspace

Organization via softwareprograms designed uponengineering principles,mathematical equations,word associations incyberspace 24/7/365

Access wherever thephysical bodies link viacomputers

Tacit knowledge tappedusing many differenttechnological tools

Leverage is exponential,multiples upon multiples


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Knowledge Work Activities

Re sult

Ac q u i r e

An a l yz e

O r g a n i z e

C o d i fy

C o m m u n ic a t eU t i l i z e


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Knowledge Architectures: It Takes aLot -- the Four Pillars KM

M U L T I P L E D I S C I P L I N E S

KNOWLEDGE MANAGEMENT

The Architecture of Enterprise Engineering

Systems Engineering Organization Development Organization Behavior Systems Management

E-mail

OLAP

Data Warehousing

Search Engines

Decision Support

Process Modeling

Management Tools

Communications

TECHNOLOGY

TECHNOLOGY

BPR

- Processes

- Procedures

Metrics

MBO

TQM/L

Workflow

Communications

ORGANIZATION

ORGANIZATION

Business Culture

Strategic Planning

- Vision and Goals

Climate

Growth

Segmentation

Communications

LEADERSHIP

LEADERSHIP

Intuition

Innovation vs.

Invention

Learning

Community

Virtual Teams

Shared Results

Exchange Forums

Communications

LEARNING

LEARNING

Environmental Influences

Social

Political Governmental

Economic

Stankosky, Calabrese, Baldanza, 1999





E-mail

OLAP

Data Warehousing

Search Engines

Decision Support

Process Modeling

Management Tools

Communications

TECHNOLOGY

TECHNOLOGY

BPR

- Processes

- Procedures

Metrics

MBO

TQM/L

Workflow

Communications

ORGANIZATION

ORGANIZATION

Business Culture

Strategic Planning

- Vision and Goals

Climate

Growth

Segmentation

Communications

LEADERSHIP

LEADERSHIP

Intuition

Innovation vs.

Invention

Learning

Community

Virtual Teams

Shared Results

Exchange Forums

Communications

LEARNING

LEARNING


Social


Economic






E-mail

OLAP

Data Warehousing

Search Engines

Decision Support

Process Modeling

Management Tools

Communications

TECHNOLOGY

TECHNOLOGY

E-mail

OLAP

Data Warehousing

Search Engines

Decision Support

Process Modeling

Management Tools

Communications

TECHNOLOGY

TECHNOLOGY

BPR

- Processes

- Procedures

Metrics

MBO

TQM/L

Workflow

Communications

ORGANIZATION

ORGANIZATION

BPR

- Processes

- Procedures

Metrics

MBO

TQM/L

Workflow

Communications

ORGANIZATION

ORGANIZATION

Business Culture

Strategic Planning

- Vision and Goals

Climate

Growth

Segmentation

Communications

LEADERSHIP

LEADERSHIP

Business Culture

Strategic Planning

- Vision and Goals

Climate

Growth

Segmentation

Communications

LEADERSHIP

LEADERSHIP

Intuition

Innovation vs.

Invention

Learning

Community

Virtual Teams

Shared Results

Exchange Forums

Communications

LEARNING

LEARNING

Intuition

Innovation vs.

Invention

Learning

Community

Virtual Teams

Shared Results

Exchange Forums

Communications

LEARNING

LEARNING


Social


Economic



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InitiativesInitiatives

AK

O

AK

O

HUMAN

HUMAN

CAPITA

L

CAPITA

L

GOAL 4GOAL 4 GOAL 5GOAL 5

GOVERNA

NCE

GOVERNA

NCE

GOAL 1GOAL 1

BEST

BEST

PRACTIC

ES

PRACTIC

ES

GOAL 2GOAL 2

INFO

INFO

--

STRUCTURE

STRUCT

URE

GOAL 3GOAL 3

EnterpriseEnterprise

Portfolio MgmtPortfolio Mgmt

ArchitectureArchitecture

Capital Planning &Capital Planning &

Investment MgmtInvestment Mgmt

Army RegulationsArmy Regulations

& Policy Revisions& Policy Revisions

AKM StrategicAKM Strategic

Communications PlanCommunications Plan

Foxhole to FactoryFoxhole to Factory

ProcessesProcesses

CollaborativeCollaborative

ProcessesProcesses

Achieve eArmyAchieve eArmy

TransformationTransformation

Battle CommandBattle Command

Knowledge SystemKnowledge System

EliminationElimination

of Applicationsof Applications

EnterpriseEnterprise

Directory ServicesDirectory Services

IntegrateIntegrate

Reserve ComponentReserve Component

NETOPS CONOPSNETOPS CONOPS

Defense InDefense In--DepthDepth

Server and ProcessingServer and Processing

Center ConsolidationCenter Consolidation

Key componentKey component

OfOfLandWarNetLandWarNet

Standard ArmyStandard Army

WebWeb PresensePresense

NCES ServicesNCES Services

DistributedDistributed

AKOAKO

CommonCommon UwerUwer

InterfaceInterface

National SecurityNational Security

Personnel SysPersonnel Sys

Human ResourceHuman Resource

PlanningPlanning

ProfessionalizationProfessionalization

of Workforceof Workforce

Institutionalize AKMInstitutionalize AKM

in Schoolhousesin Schoolhouses

Information OperationsInformation Operations

AssetsAssets

LandWarNetLandWarNet

AKM Goals & Structure


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KM is different from a KMS

KM is whole ball of wax (people, technology,processes, learning, business)

KMS is a knowledge management system thatmakes it happen

KMS is comprised of four components Content management applications

Expertise locator applications Collaboration

Portal

All tightly integrated


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KM Important Lessons Learned KM - beyond fad a distinct management concept

suggesting its prudent to manage the intellectualassets of an enterprise, to cultivate for advantage inthe marketplace

KM is complex, integrative with other disciplines

Old skills and abilities dont necessarily work in KMenvironment must be redefined, polished, updated

Principles and concepts are not new- whats new isthe merger with technology to do so and practicalapplications

Librarians have many skills that apply to KM

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