Knowledge management (2001) - Rashty

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Nov 6, 2013 (3 years and 5 months ago)

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Knowledge Management


David Rashty





We make doors and windows for a room.
But it is the spaces that make the room
livable. While the tangible has advantages it
is the intangible that makes it useful.


Lao Tzu 600 BC


Contents


Introduction & definitions


Building a learning organization


Technologies


Example


CKO


Conclusions

Questions…


Is that true that knowledge

is an asset of production more

valuable than land, labor, or

capital?


Does it make sense to try to manage that asset or
is it an area too fuzzy to take in hand?


How does an organization go about improving its
management of knowledge?


Introduction & definitions

…and answers.


An Ernst & Young research

shows that:


Executives describe their

businesses as
“knowledge
-
intensive”
.


Knowledge is key to
competitive advantage
.


Executives believe the greatest pay
-
off from knowledge
management will be in
innovation
.


An organization’s knowledge advantage depends most
on

people
.


The biggest
obstacles

to knowledge management are
cultural and behavioral
.

Introduction & definitions

Knowledge

Culture, custom,
values and skills as
well as relationships
with customers.

Intangible
knowledge
and

capabilities.

The way organizations
communicate, analyze
situations and come up
with novel solutions to
problems.

Structured data,
software and

procedures.

Introduction & definitions

Management


Management includes all

the ways in which a particular

asset or process is handled.


Management includes the work

of specialists and often work carried

out by people throughout the organization.


Together they manage the resources based on
particular processes, structures and supporting
technology.


Introduction & definitions

Knowledge Management


Conceptualizing an organization

as an

integrated

knowledge system.


Management of the organization

for
effective use

of that knowledge.


Emphasis on the
conceptual integration


of the different types of knowledge.

Introduction & definitions

Important concepts


Tacit knowledge

The knowledge, skills, and competencies of people in an organization.



Explicit knowledge

The processes, structures, information systems, and patents that remain
with a company when employees leave. Structural knowledge.


Knowledge Base

An organized structure which facilitates the storage and retrieval of
information.


Core
-
competence

A company’s distinctive technological expertise and skill, its main
differentiation factor, responsible for the company’s competitive
advantage.


Introduction & definitions

Building a learning organization

Learning
organization

Knowledge
creation

Knowledge
legitimization

Knowledge
sharing

Building a learning organization

Knowledge creation


The process by which an

individual gains some new

insight
.


Planned knowledge creation

requires
group collaboration


rather than individual actions.

Building a learning organization

Knowledge creation


For both the individual and the

organization there is the

requirement of
previous related

and unrelated knowledge
.


An insight may come from


learning facts,


the rediscovery of some old

concept or idea,


the creation of a new method

or design.



Building a learning organization

The creative organization


Focus

on what you want to accomplish,

not what you want to avoid.



Train people in creative confrontation

or
healthy disagreement
. Divergent

thinking stimulates creative potential.



Don't ignore deadlines, but
give yourself

certain time

frames where the object is only

to "play" with certain ideas that aren't

related to problem solving situations at hand.

Building a learning organization

The creative organization


Let people know that
"mistakes"

are necessary

and part of the

creative process.


While maintaining high standards

for performance,
do not limit ways


in which people can succeed.


Don't overlook the
significance of

small improvements
.


Involve employees

in strategic planning

for the business's future.

Building a learning organization

Knowledge legitimization


The huge amount of information in the Internet
fosters a
healthy concern

with the origin and

legitimacy of information.


It is not enough for management to announce a
strategy. It has to make sure that the organization
believes

in it’s potential to advance the strategy.


Strategies improperly supported are rarely
followed.

Building a learning organization

Knowledge sharing


Sharing knowledge is
distributing it through the
organization.


Methods:


Internal publications


Workshops and Seminars


Email divulgations


Small talk during lunch


“Extra
-
curricular” activities

Building a learning organization

Why People Share Knowledge


Enablers


High trust


Sharing is rewarded


Team
-
based work


Process focus


Aligned mission, vision and
values


Open to outside ideas


Time to share


Collaborative work


Local decision
-
making



Impediments


Fear and suspicion


Focus on organization


Individual effort


Functional focus


Too busy to share


Internal competition


Compartmentalization


Central, top
-
down decision
-
making

Building a learning organization

Technologies


Intranet
-
based


Conferencing system


Team spaces


Communities


Electronic mail


Full text search tools for critical information
classification and retrieval


Technologies

Relevant software


Organik
-

Orbital software
:


Creation of online expert
communities. Organik
brings people and
information together

and creates a perfect
environment for finding
answers, finding people

and sharing knowledge.

Technologies

Relevant software


KnowledgeMap
-

Correlate
:


Put content into

context, and easily

share it with

others using a

coherent, intuitive

and easy to use

visual framework.

Technologies

HP case study


Open culture that facilitates knowledge transfer;


Employees technically oriented who enjoy learning
and sharing their knowledge;


“Employees migration” between business units
fosters informal knowledge transfer;


But
:


The decentralized organizational structure and mode of
operation works against knowledge exchange;


Although culturally open to sharing, few business units
are willing to invest time or money in efforts that do not
have an obvious and immediate payback for the unit.

Example

HP case study


The company promoted a

series of
workshops

on KM.


Key objectives for the

workshops:


Facilitation of knowledge sharing

through informal networking;


Establishment of common language and
management frameworks for KM.

Example

HP case study


The workshops resulted in:


A discussion database on training topics that
has also become a
library of training materials

and a means of evaluating training resources;


A guide is being created to human knowledge
resources. The primary content of the database
is a set of
guides to the expertise of individuals

who are knowledgeable on particular topics.

Example

CKO


A Chief Knowledge Officer

might play a valuable role in

leading knowledge management

efforts.


Potential duties:


Increasing the visibility of knowledge needs.


Setting priorities among them.


Planning the infrastructure to facilitate knowledge
transfer.

CKO

Conclusions


Knowledge management is a
new paradigm

for dealing
with the huge amount of
information available today.


Creation and sharing of
knowledge are the fronts in
which organizations will
position themselves in an
increasingly competitive
market.

Conclusions

“When minds are one,


what is far comes near”

African proverb


Conclusions

References


www.kmworld.com


www.kmresource.com


www.sveiby.com.au


www.brint.com


www.knowledgecenters.org



Conclusions