Knowledge Management: Overview

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6 Νοε 2013 (πριν από 3 χρόνια και 11 μήνες)

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Knowledge Management: Overview

by

Mrs. 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

Re sult
Ac qu i r e
An a l yze
Or ga ni ze
Co d i fy
Co mmu ni
c a t e
Ut i l i ze
Knowledge Architectures: It Takes a
Lot
--

the Four Pillars KM

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