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8/3/2019 Scheitle on Knowledge Management
1/16
Knowledge Management: Overview
by
Mrs. Janet Scheitle
8/3/2019 Scheitle on Knowledge Management
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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
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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
8/3/2019 Scheitle on Knowledge Management
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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)
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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
8/3/2019 Scheitle on Knowledge Management
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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
8/3/2019 Scheitle on Knowledge Management
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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
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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
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
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
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
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
OLAP
Data Warehousing
Search Engines
Decision Support
Process Modeling
Management Tools
Communications
TECHNOLOGY
TECHNOLOGY
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
Environmental Influences
Social
Political Governmental
Economic
Stankosky, Calabrese, Baldanza, 1999
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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
Recommended