1
Chapter 7
Developing a Core
Knowledge Framework
2
Introduction
(1/2)
•
Most organizations face a knowledge glut
•
Many apply a ‘kitchen sink’ approach to
providing access to knowledge
•
This can prevent useful application of
knowledge
•
The goal of knowledge management is to
facilitate ready access to critical knowledge
when people need it
3
Introduction
(2/2)
Content management
•
Vital to effective knowledge management
•
Identifies and categori
z
es valued knowledge
•
Manages and maintains the currency and
accessibility of that knowledge
4
Core Knowledge
•
Strategic or operational knowledge which
contributes to essential organi
z
ational
processes or outcomes
•
Long
-
term value to the organi
z
ation
•
Enables high performance on core activities
•
Justifies the cost of knowledge capture and
management
•
Minimi
z
es duplication, misinformation and
redundant effort
5
The Three Phases of Managing Core
Knowledge
•
Knowledge management relies on an
effective content management system
(CMS)
•
The CMS is developed progressively:
–
Phase 1: clarify the core knowledge scope
–
Phase 2: define core knowledge parameters
–
Phase 3: develop the core knowledge
structure
6
Phase 1:
Clarify
the
Core Knowledge Scope
(1/4)
•
Explores the types of core knowledge found
in the organi
z
ation and the ways in which
that knowledge is used
•
Clarifies the nature of the
organization’s
core
business
•
Determines the knowledge domain to be
supported and encouraged
•
Ensures staff have the capabilities to use
that knowledge
7
Phase 1:
Clarify
the
Core Knowledge Scope
(
2/4
)
Identifying the core business and its
knowledge requirements
•
What are the major organi
z
ational activities?
•
Where is the firm going?
•
Is there speciali
z
ed or unique knowledge?
•
Which knowledge needs to be shared?
•
Can the costs of sharing be recouped through the
use of that knowledge?
•
What are the benefits of enabling the use of the
knowledge by others?
8
Phase 1:
Clarify
the
Core Knowledge Scope
(
3/4
)
Define the knowledge domain
•
Areas of knowledge that support the core
business strategy of the organi
z
ation
•
Each organi
z
ation develops a different
knowledge domain
•
Knowledge which members need to share
and use as common resources
•
Knowledge which is strategic and needs to
be developed and cultivated over time
9
Phase 1:
Clarify
the
Core Knowledge Scope
(
4/4
)
Review knowledge capabilities
•
Identification of desired capabilities, valuable
sources of knowledge, demonstrable
capabilities and knowledge practices
•
What do our employees really know?
•
What should they know?
•
How can they gain this knowledge?
10
Phase 2:
Define Core Knowledge Parameters
(1/6)
•
Defines and builds policies relating to the
core knowledge domain identified in
phase 1
•
Provides boundaries for the core knowledge
to be supported in the KMS
•
Ensures relevant contributions to the
system, and appropriate use of the system
•
Still accommodates evolving requirements
11
Phase 2:
Define Core Knowledge Parameters
(
2/6
)
Defining core knowledge
•
Clear definition of what is important
•
Directs employee attention and
knowledge
management
resources to that knowledge
•
Should reflect the capacity to manage
and
contribute to the resultant domain
•
May commence with a very tight focus and
then expand as time progresses
12
•
Categories of core knowledge:
–
Basic core knowledge:
essential knowledge
generated, shared and accessed by all staff
–
Strategic core knowledge:
limited access,
progressive development, needs updating
–
Developmental core knowledge:
potentially
beneficial, but still under development
Phase 2:
Define Core Knowledge Parameters
(
3/6
)
13
•
Defining the core
—
practical considerations:
–
Absorptive capacity of the individuals
–
Will there be sufficient return on the
investment costs of capturing, recording and
maintaining knowledge?
–
Does the increased management add value?
–
Can the system be maintained?
–
Will the KMS make the knowledge more
accessible?
Phase 2:
Define Core Knowledge Parameters
(
4/6
)
14
Develop the core knowledge policy
•
Describes the nature of core knowledge
•
Clarifies importance and value of knowledge
•
Outlines the roles of various stakeholders
•
Provides guidance on the overall principles
to be applied
•
Policies do not normally include procedures
and practice
—
these are contained in
guidelines which can change as required
Phase 2:
Define Core Knowledge Parameters
(
5/6
)
15
•
Some policy considerations
–
What, how and when will employees share
their core knowledge?
–
Policy implementation
–
Relationship with other organi
z
ational
processes and systems?
–
Confidential, competitive knowledge
–
Transient
strategic knowledge management
Phase 2:
Define Core Knowledge Parameters
(
6/6
)
16
Phase 3:
Developing the Core Knowledge
Structure
(1/7)
•
Systems and processes which assist with
mapping and organi
z
ing the organi
z
ation’s
core knowledge
•
Encompasses mapping, categori
z
ing,
indexing and otherwise labelling core
knowledge to facilitate its management
•
Enables the ready retrieval of core
knowledge through effective search
processes
17
User
-
driven core knowledge
versus
Systematic core knowledge definition
Phase 3:
Developing the Core Knowledge
Structure
(2/7)
18
Mapping core knowledge
•
Knowledge maps describe the core
knowledge categories and focal areas
•
Define the structural breakdown of the
different core knowledge areas
•
Two types of maps can be developed:
relational knowledge maps or operational
knowledge maps
Phase 3:
Developing the Core Knowledge
Structure
(3/7)
Relational knowledge map
Operational knowledge map
21
Phase 3:
Developing the Core Knowledge
Structure
(
4/7
)
Establishing and promoting the knowledge
repository
•
Repositories link the different sources by
integrating them into a single united system
which can be searched in many different
ways
•
Structured or unstructured repository
management strategies?
22
•
Structured repository management
–
Integrate the use of common structures,
formally constituted headings and content
descriptors to describe the content
–
Keyword headings facilitate subsequent
retrieval by providing predictable and reliable
terms which are used by both contributors
and knowledge seekers
–
Descriptors guide the user as to the defined
content to be found under a keyword
Phase 3:
Developing the Core Knowledge
Structure
(
5/7
)
23
•
Unstructured knowledge repositories
–
Knowledge is not structured in terms of
content, but is found using free
-
text
searching
–
Usage is flexible, and sources can be
accessed in many creative ways
–
Successful identification of sources relies on
the use of common language and ideas
Phase 3:
Developing the Core Knowledge
Structure
(
6/7
)
24
•
Repository design principles
–
Ensure only core knowledge is included
–
Clarify the level of control over content
–
Browser design should match the user needs
and capabilities
–
There should be easy access to the system
and user guidance
–
Search agents may assist the user
Phase 3:
Developing the Core Knowledge
Structure
(
7/7
)
25
Content Authorship
•
Knowledge in repositories will be reused,
adapted and generally changed over time
•
Should people be recogni
z
ed for their
contributions?
•
The source documentation can recogni
z
e
each individual’s contribution and the date of
the contribution
•
Recognition and reward systems may also
integrate this information
26
Concluding Points
•
Content management is a critical factor in
building an effective KMS
•
Core knowledge should be clearly defined
and agreed before the KMS is implemented
•
Structured and well controlled systems
provide better overall support to the user
•
Knowledge repositories rely on effective
knowledge maps to guide their structure and
management
27
Today’s focus questions:
•
What is core knowledge?
•
Why is it important to clarify the scope and
nature of core knowledge?
•
What are some of the likely issues which
may arise when building a content
management system?
–
Lecture reference: Debowski, Chapter 7
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