understanding knowledge management and learning essentials (for presentation)

7/31/2019 Understanding Knowledge Management and Learning Essentials (For Presentation)

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Olivier SerratPncp Knowdg Shng nd Scs Spcs

Knowdg Shng nd Scs Cnrgon nd Susnb Dopmn Dpmnasn Dopmn Bnk

Organization, People, Knowledge, and Technology for Learning


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1Data, Information, and Knowledge

2About the Asian Development Bank

2Further Reading

2Knowledge Assets

4Core Knowledge Activities

6Knowledge Management

7Knowledge Agents

8Knowledge Management Architecture

12Balanced Knowledge Management

13The What, Why, and How of Learning

14Learning From Experience

15Learning Loops

18Model of Learning Progression

1Motivations BehindKnowledge Management Efforts

2Where Are You in the Journey?

2Early Signposts to Knowledge Management

2Knowledge Management and Learning in ADB

2Results-Driven Management Model

2The Promise of Knowledge Management

2Cultural Roadblocksto Knowledge Management Success


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Data, InformatIon, anD KnowleDge

Data are discrete and objective facts, measurements,or observations that can be analyzed to generate information.

InormatIon is data that have been categorized, analyzed, summarized,and placed in context in a form that has structure and meaning.

KnowleDge is a combination of data and information,to which is added expert opinion, skills, and experience, resulting in a valuable

asset that aids decision making.

KnowleDge is what you learn from experiencebefore, during,and after the event.

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KnowleDge assets

tacIt KnowleDge Is

Know-howfromdeeplypersonalexperience,aptitudes,skills,

perceptions, insights, and intuition.

Difculttocommunicateinformsotherthanpersonalcontact

and regular interaction.

explIcIt KnowleDge IsKnow-whatthathasbeenorcanbedescribed,articulated,

codied,andstored.

Readilysharedinformallanguage,print,orelectronicmedia.

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KnowleDge assets

=Media-based

= In peoples heads

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explicit knowledge

tacit knowledge


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Core KnowleDge aCtIvItIes

createKnowleDge

IDentIyKnowleDge

storeKnowleD

useKnowleDge

shareKnowleDge

core KnowleDge actIvItIes are what activities are widely usedby an organization to manage knowledge.

requIrements

1. Activities should be aligned or integrated into bi .

2. Activities should be bd according

tothespecicitiesofeachorganization.

A knowledge management solutionshould not focus only on one or twoactivities in isolation.

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cIdi s s u

Core KnowleDge aCtIvItIes

Inventorize

people andsystem-based

knowledgeassets.

Gather

knowledgeassets frompeople or

systems thathold it.

Organize

knowledgeassets intocodiableandnoncodiable

categories.

Pass knowledge

assets betweenpeople orsystems.

Use the

knowledgeassets forbenet.

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KnowleDge management

KnowleDge management Is

The d did of enabling

vital individual and collective knowledge resources

tobeidentied,created,stored,shared,

and used more easily to improve organizational

performance.

Thei ii

d izi i.

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KnowleDge agents

Kd compriseindividuals,groups,theintra-organizationaldomain,andtheinter-organizationaldomain.

Kd often involves a spiral process across knowledge agents.

Kd

aIdiid g

I-

oizi

Di

I-

oizi

Di

tci KdCross-cultural

negotiation skills

Teamcoordination in

complex work

Corporate

Culture

Customer

expectations an

attitudes toward

products and

services

epiciKd Knowledgecalculus Quality circles Organizationcharts

Patents and

documentedpractices

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KnowleDge management arChIteCture

Animustbebuilttoinitiateandimplementorganization-wide

knowledge management initiatives.

i ii : (i) leadership, (ii) organization, (iii) technology,

and (iv) learning.

ldi develops the strategies necessary to position for success

in an environment.

Respectforknowledgemustpervadeanizi: introducing knowledge

management requires organizational change, and knowledge management

inevitably acts as a catalyst to transform an organizations culture.

t is essential to achieving knowledge management strategies;

however, any technical solution must add value to the process and achieve

measurable improvements.

Organizational i is the ability of an organization to gain insight

and understanding from experience through experimentation, observation,

analysis, and a willingness to learn from failure, not just success.

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si

t

ldip

m scic

ldip

oizi

oizi Dp

oizi

tc

Cp scic

tc

li

Cii Pc

li

si k

mi Diii, idi

ei

pie

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pi i ti aii

ldipCross-cultural

negotiation skills

Identifyknowledgecriticaltolearning.

Conductwork-centeredanalysis.Planhigh-levelstrategicapproach.

Establishgoalandprioritizeobjectives.

Denerequirementsanddevelop

measurement program.

Promotevaluesandnorms.Implementstrategy.

oizi

Organize to support

values for knowledge

management.

Identifycriticalknowledgegaps,opportunities,and risks.

Developbusinessprocessmodel.

Engagekeyaudienceswithincentives.

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BalanCeD KnowleDge management

ldi

oizi t

li

Thearchitectureofknowledgemanagementmust be strenghtened in supportoforganization-wideinitiatives.Itsfourpillars

require bd iii.

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the what, why, anD how of learnIng

Learning is the iii kd ki through study,experience, or instruction.

Learning is an i kd .Its ultimate end is to raise performance.

In the corporate world, learning is di b izi, ,kd, d ki i .

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learnIng from exPerIenCe

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learnIng looPs

In i- i, people spend the bulk of their time detectingand correcting deviations from the rules and procedures.

In db- i, people continuously challenge assumptions (status quo),categorizesecond-orderproblemsfrompatterns,andrethinkunderlyingstrategybasedoninsights.Theyareabletoreectonwhethertherulesmightneed

to be altered.

In i- i, the highest order of organizational learning,people question the raison dtre of organizations; reconsider its principlesand policies; and arrive at renewed statements of identity, values, culture,

and worldview (learning about learning) that may even impact their externalenvironment. Capacity to think creatively and act innovatively is multiplied.

People deliberate at length on the meaning of rules, not just whetherthe rules should be changed.

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rc ai ai

learnIng looPs

ti-l li

(How do we decide what is right?)

Db-l li

(Are we doing the right things?)

si-l li(Are we doing things right?)

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learnIng looPs

si l Db l ti l

Adaptive Learning Generative Learning Radical LearningApplyexistingrules/

procedures

CopingDealwithsymptoms

of problems

ExamineunderlyingcausesQuestionassumptions

andrules/procedures

Examinecorevalues

and identity

Rethinkfundamentalpurpose and principles

Efciencies

Improvedapplicationofrules/procedures

Newknowledgeandinsights

Revisedrules,systems,and strategies

Renewedstatement

of core values and purposRenewedidentity

qd- i is rarely associated with organizational learning:reectiveandcomparative,itanalyzessystemicoptionsandevaluates

the foundational claims of each.

qd- i investigates the deep assumptions of paradigmsand the principles they are built on, ethics, horizons, and approachestoknowledgecreation.Thepayoffsarebreakthroughsbyperpetualpractice

inhumane,built-for-changeorganizations.

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moDel of learnIng ProgressIon

D

rdii

K w

Ii

K h

Kd

K w

wid?

si

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motIvatIons BehInDKnowleDge management efforts

Typicalconsiderationsinclude:

Makingavailable id kd in the development

and provision of products and services.

Achieving d d .

Facilitatingandmanagingii and izi i.

Leveragingthei of people across the organization.

Increasingk ii between internal and external individuals.Managingbusinessi and allowing staff to obtain relevant insights

and ideas appropriate to their work.

Solvingintractableorikd b.

Managingi i and i in the workforce.

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motIvatIons BehInDKnowleDge management efforts

Toclarifyvision,purpose, values, and

organizational behavior

Toproduceawiderange of solutions to

organizational issues

Toreducethelikelihood

of repeated mistakes

Tounderstandrisksanddiversity more deeply

Toexpandthehorizonsof who we are and what

we can become

Forawarenessofthecriticalnature of interdependence

Toreconcilethepressuresoflong-termeffectivenessandshort-termefciency

Toincreaseabilityto manage change

Foranenergized

committed workforce

Forsuperiororganizationalperformance and

competitive advantage

Forclientrelations

Forinnovation Forindependenceand liberty

Toengageincommunity

Toavoiddecline

Tobalancethedemandsof stakeholders

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Cultural roaDBloCKs


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pi

Kdsi

si

ReciprocityReputeAltruism

OrganizationalcultureSocialnetworks

Cultural roaDBloCKsto KnowleDge management suCCess

c has been characterized as the glue that holds organizations together.

c i ii to

Settingandexecutingstrategy.

Determiningthesuccessorfailureofoperations.

Establishingemployeesatisfaction,jobcommitment,andturnover.

Managingknowledge,forexamplethroughknowledgesharing.

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Hav ousad

dsussoso odmaam?

Hav oudvod aod

maamsa?

Do ou havod

maamos

uda?

Hav ou bdood

maamsouos?

where are you In the Journey?

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early sIgnPosts to KnowleDge management

Kd d d i i and must be accounted for

and valued accordingly.

Knowledgemanagementrequires ii d bi di, izi,

, d iinanorganization-widesetting.

Knowledgemanagementmustboth i d dii

d did bf d i of the organization.

oizi kd , especially at lower levels

of corporate hierarchies.

sid izi i izi have a higher chanceof success in knowledge.

An is a precondition to knowledge sharing.

p kd d id b d d

if managers are to support knowledge management initiatives.

The kd did b

, , d ii.Theyareinterspersedthroughouttheknowledge management architecture of leadership, organization, technology, and learning.

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KnowleDge management anD learnIng In aDB

Kd m i aDBmovesADBtoimproveitsorganizationalculture,

management systems, business processes and information technology solutions,

communities of practice, and learning and development mechanisms.

ei Kd m

d s 2020: p ai, 20092011

delivered knowledge solutions and knowledge

services from four strategic thrusts:

SharpeningtheknowledgefocusinADBsoperations.

Empoweringcommunitiesofpractice.

Strengtheningexternalknowledge

partnerships.

Furtherenhancingstafflearning

and skills development.

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Ha

Udsad

Suo

A

Us

O

sp

d gci

Ii

uturestate

currentstate

results-DrIven management moDel

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perormancetoDay

perormancetomorrow

tecHnOlOgy

knOwleDgpeOple

OrgAnizAtiOn

the PromIse of KnowleDge management

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further reaDIng

aDB. 2008.Building Communities of Practice.Manila.Available:www.adb.org/publications/building-communities-pract

aDB. 2008.Notions of Knowledge Management.Manila.Available:www.adb.org/publications/notions-knowledge-

management aDB. 2008.Picking Investments in Knowledge Management.Manila.Available:www.adb.org/publications/picking-

investments

aDB. 2009.Glossary of Knowledge Management.Manila.Available:www.adb.org/publications/glossary-of-knowledge-management

aDB. 2009.The Roots of an Emerging Discipline.Manila.Available:www.adb.org/publications/roots-emerging-discipline

aDB. 2009.Building a Learning Organization.Manila.Available:www.adb.org/publications/building-a-learning-organization

aDB. 2009.Enhancing Knowledge Management Strategies.Manila.Available:www.adb.org/publications/enhancing-knowledge-management-strategies

aDB. 2009.A Primer on Organizational Culture.Manila.Available:www.adb.org/publications/primer-organizational-cultu

aDB. 2009.A Primer on Organizational Learning.Manila.Available:www.adb.org/publications/primer-on-organizational-learning

aDB. 2010.Seeding Knowledge Solutions Before, During, and After.Manila.Available:www.adb.org/publications/seeding-knowledge-solutions-during-and-after

aDB. 2012. Knowledge as Culture. mi. Available:www.adb.org/publications/knowledge-culture

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http://www.adb.org/publications/building-communities-practicehttp://www.adb.org/publications/notions-knowledge-managementhttp://www.adb.org/publications/notions-knowledge-managementhttp://www.adb.org/publications/picking-investmentshttp://www.adb.org/publications/picking-investmentshttp://www.adb.org/publications/glossary-of-knowledge-managementhttp://www.adb.org/publications/glossary-of-knowledge-managementhttp://www.adb.org/publications/roots-emerging-disciplinehttp://www.adb.org/publications/building-a-learning-organizationhttp://www.adb.org/publications/building-a-learning-organizationhttp://www.adb.org/publications/enhancing-knowledge-management-strategieshttp://www.adb.org/publications/enhancing-knowledge-management-strategieshttp://www.adb.org/publications/primer-organizational-culturehttp://www.adb.org/publications/primer-on-organizational-learninghttp://www.adb.org/publications/primer-on-organizational-learninghttp://www.adb.org/publications/seeding-knowledge-solutions-during-and-afterhttp://www.adb.org/publications/seeding-knowledge-solutions-during-and-afterhttp://www.adb.org/publications/knowledge-culturehttp://www.adb.org/publications/knowledge-culturehttp://www.adb.org/publications/seeding-knowledge-solutions-during-and-afterhttp://www.adb.org/publications/seeding-knowledge-solutions-during-and-afterhttp://www.adb.org/publications/primer-on-organizational-learninghttp://www.adb.org/publications/primer-on-organizational-learninghttp://www.adb.org/publications/primer-organizational-culturehttp://www.adb.org/publications/enhancing-knowledge-management-strategieshttp://www.adb.org/publications/enhancing-knowledge-management-strategieshttp://www.adb.org/publications/building-a-learning-organizationhttp://www.adb.org/publications/building-a-learning-organizationhttp://www.adb.org/publications/roots-emerging-disciplinehttp://www.adb.org/publications/glossary-of-knowledge-managementhttp://www.adb.org/publications/glossary-of-knowledge-managementhttp://www.adb.org/publications/picking-investmentshttp://www.adb.org/publications/picking-investmentshttp://www.adb.org/publications/notions-knowledge-managementhttp://www.adb.org/publications/notions-knowledge-managementhttp://www.adb.org/publications/building-communities-practice


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ADBsvisionisanAsiaandPacicregionfreeofpoverty.Itsmissionistohelpitsdevelopingmembercountriesreducepovertyandimprothequalityoflifeoftheirpeople.Despitetheregionsmanysuccesses,itremainshometotwo-thirdsoftheworldspoor:1.8billionpeopwholiveonlessthan$2aday,with903millionstrugglingonlessthan$1.25aday.ADBiscommittedtoreducingpovertythroughinclus

economic growth, environmentally sustainable growth, and regional integration.

BasedinManila,ADBisownedby67members,including48fromtheregion.Itsmaininstrumentsforhelpingitsdevelopingmembercountries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.

Formoreinformation,contactKd si d si c

AsianDevelopmentBank6ADBAvenue,MandaluyongCity1550 Metro Manila, Philippines

Tel [email protected]

www.adb.org/knowledge-management/

aBout the asIan DeveloPment BanK

2012 by asn Dopmn Bnk. a ghs s

Juy 2012

KnowledgePrimersserveasquickintroductionstoknowledgemanagementandlearningapplicationsindevelopmentwork.

Inanattractivepackage,theyaresuitableforinteractivepresentationsandself-learningforaction.TheyareofferedasresourcestoADBstaff.Theymayalsoappealtothedevelopmentcommunityandpeoplehavinginterestinknowledgeandlearning.

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mailto:knowledge%40adb.org?subject=More%20information%20pleasehttp://www.adb.org/knowledge-management/http://www.adb.org/knowledge-management/mailto:knowledge%40adb.org?subject=More%20information%20please

understanding knowledge management and learning essentials (for presentation)

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