CHAPTER 3 Kimiz Dalkir 2005 - Sharing Knowledge and … · NONAKA & TAKEUCHI Knowledge creation process ... NONAKA & TAKEUCHI 4 Model of Knowledge Conversion ... individual in which

KNOWLEDGE MANAGEMENT

MODELS

CHAPTER 3Kimiz Dalkir

2005

OBJECTIVES1. Understand and explain the various theoritical models of

KM 2. Relate KM framework to stages in KM cycles

19 September 2012 KM Teaching Group - MBTI 2012 2

BASIC PARADIGMS

Knowledge is subjective, complex, and dynamic It need a holistic KM approach

Need a measurement tools to assess the implementation progress

Knowledge should drive innovation on product, service, & systems


BASIC PARADIGMS

19 September 2012 KM Teaching Group - MBTI 2012

DATA

INFORMATION

KNOWLEDGE

4

BASIC PARADIGMS

3 types of content to managed ; Combination of experience, value, contextual information, &

expert point of view, as an evaluation foundation to produce new experience and information

Message in the form of document and audio visual A collection of objectives fact on an event


BASIC PARADIGMS

Davenport & Prusak, 1998 knowledge creation take place between & within human

Nonaka & Takeuchi, 1995 knowledge is a dynamic human process of justifying personal belief toward the truth

Polanyi, 1966 tacit is a personal way of knowledge construction, affected by emotions

80/20 rules (80% tacit & 20% explicit) Most of our knowledge reside in the mind of the knowers


BASIC PARADIGMS

EXPLICIT Knowledge Codified (arrange in a systematic code) Formally expressed Easy to be acquired, shared, stored, distributed Book, audio video, graph, images, database

Stated using words and algorithm (set of rules to follow) Contain a little/small knowledge


BASIC PARADIGMS

TACIT Knowledge Difficult to understand Difficult to communicate Difficult to translate or abstract Personally Root of all knowledge


BASIC PARADIGMS

19 September 2012 KM Teaching Group - MBTI 2012

TACIT EXPLICIT TACIT

9

KM MODELS

Choo – Sense making model (1998) Von Krogh & Roos – Organizational Epistemology model

(1995) Epistemology investigation of what distinguish justified belief

from opinion Nonaka & Takeuchi - Knowledge spiral model (1995) Wiig – Build & Use Knowledge (1993) Boisot – I-Space model (1998)


KM MODELS – the reason

Holistic approach to KM Already reviewed, critized, discussed extensively Implemented & field tested for reliability & validity Widest possible perspective of KM


Van KROGH & ROOS

Distinguish individual & social knowledge No knowledge without knower Strong need to maintain link between knowledge object &

those who knowledgeable (experts, experience user) Cognitive perspective indicate that a cognitive system

(human brain or computer) creates representation (model) of reality, & learning occurs when it manipulated


Van KROGH & ROOS

The cognitive epistemology approach View organizational knowledge as self-organizing system Human transparent from outside information The brain is a machine based on logic and deduction Organization pick up or search information from environment


Van KROGH & ROOS

The connectionist approach Knowledge is wholeness (brain is not sequentially process) Information generated from environment & internally

(familiarity/practice) Knowledge reside in the mind of individual & in the connection

among them Unbreakable bond between knowledge & those who absorb &

make use of them


Van KROGH & ROOS

Factor that prevent the successful KM ; (p.51) Mind-set of individual Communication in organization Organizational structure Relationship between member Management of human resources (knowers)

Knowledge Enabling Organization activities that positively affect knowledge

creation19 September 2012 KM Teaching Group - MBTI 2012 15

NONAKA & TAKEUCHI

Knowledge forms, sharing, diffusion of knowledge needed to create or produce innovation

Study of japanese company key success in innovation base on/stem from tacit approach One-ness of humanity, nature, mind, body, self, other Individual involvement with object thru self-involvement &

commitment to create knowledge


NONAKA & TAKEUCHI

Knowledge creation process Begin with individual, personnal, & private knowledge

(researcher, manager, worker) Translate into valuable, public, organizational knowledge Continuously and occurs at all level in organization In many cases, happen in unexpected & unplanned way


NONAKA & TAKEUCHI

4 Model of Knowledge Conversion Tacit tacit ; process of socialization Tacit Explicit ; externalization Explicit Explicit ; combination Explicit Tacit ; internalization

The creation of knowledge consist of social process between individual in which knowledge transformation is not simply unidirectional, but interactive & spiral


NONAKA & TAKEUCHI


NONAKA & TAKEUCHI

Socialization Sharing knowledge thru social interaction Discussion, exchange of thought, mentoring Informal way (in a coffee shop, paking lot) Rarely capture or written formally (remain tacit) Easy & effective but limited way to create & share

knowledge Example ; knowledge day, brainstorming activitiy


READ THE EXAMPLE IN THE TEXTBOOK – PAGES 54

NONAKA & TAKEUCHIExternalization Convert tacit to explicit (visible form of tacit) Need an intermediary to transform knowledge Taped, recorded, written, drawn, made tangible

Need someone (something) that can interprete, extract, synthesize the idea into a concrete way (format, length, detail)

Once the knowledge materialize, the scope increased Wider audience can use, understand, & apply it Easily share & leveraged

Example ; journalist19 September 2012 KM Teaching Group - MBTI 2012 21

REA

D T

HE

EXAM

PLE

IN T

HE

TEXT

BOO

K –

PAG

ES 5

5

NONAKA & TAKEUCHI

Combination Combine pieces of explicit knowlegde into new form Trend analysis, executive summary, review, new database

No new knowledge, just combining, complement Concept are sorted & systematized Example : preparing lecture material



NONAKA & TAKEUCHI

Internalization Diffusing & embedding newly acquired behaviour Learning by doing Convert or integrate shared or individual experiences into

other individual mental model Broaden, extend, reframe within their tacit base Understand & learn from experiences, best practise People, then do the job differently

Example : pool of customer complain & how to handling it



NONAKA & TAKEUCHI

Knowledge Spiral Knowledge creation is not sequential Show how organization articulate, organize, & systematize

individual tacit knowledge Continuous activity of knowledge flow, sharing, &

conversion by individual, community, & organization Using metaphore, model, & analogy in converting tacit

explicit tacit

its strengths is in its simplicity—both in terms of understanding the basic tenets of the model and in terms of being able to quickly internalize and apply the KM model



CHOO MODEL

Stress on the importance of sense–making, knowledge creation, & decision making

Focus on how information elements are selected and subsequently fed into organizational actions


CHOO MODEL


CHOO MODEL

Sense Making Identify priorities & filter the information Construct interpretations by exchange & negotiate

information Combine with previous experience


CHOO MODEL

Weick, 2001 : Loosely coupled system – human genomeSystem that can be taken apart/revised without damaging the

entire systemPermit adaptation, evolution, extension

Tight coupled system – human being Sense making consist of 4 integrated processEcological change (environtment)Enactment (construct, rearrange, clarify)Selection (interpret & rationale changes)Retention (provide the organization with new experiences)


AUDIENCE PARTICIPATION

Think for a while Pick one of many important experiences in Ur life which

require your decision making skills What did you do How did you think it over What is the reason for Ur decision How that decision affect Ur life afterward Is it the right or wrong decision? What you learned from the situation Do U think it’s worth to share as an valuable experience19 September 2012 KM Teaching Group - MBTI 2012 30

WIIG MODEL

In order to be useful & valuable, knowledge must be organized, depending on what will the knowledge use for

Dimensions in Wiig model Completeness - knowledge sources relevance Connectedness – relations between different knowledge object Congruency – consistency between knowledge object (no

inconsistency, no misunderstanding) Perspective & purpose – know something using dual purpose &

perspective to organize knowledge Using semantic network to represent different perspective

of the same knowledge content



WIIG MODEL

Three level of knowledge Public - explicit Shared – held by knower & share at work Personal – tacit, most complete from, unconciously use in daily

life Four types of knowledge Factual – data, measurement Conceptual – concept & perspective Expectational – hypothesis, judgement Methodological - reasoning, strategies, dec. making





BOISOT I-SPACE MODEL

Knowledge concept of an ‘information good’ What an observer extract from data, based on their expectation

or prior knowledge Effective knowledge sharing require sender & receiver

share context & coding scheme Propose 2 key points More easily data can be structured & converted into information,

more diffusibleLess data that has been so structured requires a shared context

for its diffusion, the more diffusible it becomes




I-Space Model Data is structured & understood thru codification &

abstraction Codification Arrange into a systematic code Creation of content categories More categories, less abstract



I-Space Model Visualized in 3 dimensions Codified – uncodified

• Link to categorization & classification Abstract – concrete

• Link to knowledge creation thru analysis & understanding Diffused – undiffused

• Link to information access & transfer



Social Learning Cycle Scanning Problem solving Abstraction Diffusion Absorption Impacting


COMPLEX ADAPTIVE SYSTEM

View organization as an intelligence complex adaptive system A system which can adapt intelligently

Consist of many independent agents that interact with one another

Their combined behaviour gives risesto complex adaptive phenomena

Self-organize, no overall authority that direct how the independent agent act



Organization that Composed of a large number of self-organizing component, Seeks to maximize its own specific goals Operate according to the rule & contect of relationships with other

component & external world Take from environment, transform it into higher value outputs



Key process in ICAS model Understanding Creating new ideas Solving problems Making decisions Take action to achieve desired results

Emphasize on individual knowledge worker with their competency, capacity, & learning

Leverage thru multiple networks



8 emergent characteristic1. Organizational intelligent2. Shared purpose3. Selectivity4. Optimum complexity5. Permeable boundaries6. Knowledge centricity7. Flow8. Multidimensionality



The emergent characteristic Result of nonlinear interactions, synergitic interaction, &

self-organizing system Serve to endow the organizations with internal capability to

deal with the future unanticipated environment yet to be encountered



KNOWLEDGE CREATING/SHARING

How you prepare your breakfast? The best way to take a picture How’s your study style What is your secret recipe to become a well known student

in the entire campus


CONCLUSION

KM encompass data, information, & knowledge (tacit & explicit)

Model Krogh & Roos used organizational epistemology approach & emphasize that knowledge resides in the mind of individual and in relation with others

Nonaka & Takeuchi focus on knowledge spiral that explain the transformation of tacit into explicit, then back again to tacit as the basis of innovation & learning

Choo & Weick’s sense making approach focus on how information element fed into organization thru sense making, knowledge creating, & decision making


CONCLUSION

Wiig model based on principle in order to be useful & valuable, knowledge must organize thru semantic network, that is connected, congruent, & complete, and that has perspective & purpose

ICAS view organization as a living entity concern with independetn existence & survival


SUMBER INFORMASI

http://www.eknowledgecenter.com/articles/1010/1010.htm http://www.ahg.com/absolutely%20knowledge%20management%20s

ystem.htm http://www.prescientdigital.com/articles/content-management/content-

management-in-a-knowledge-management-context/ http://www.lc-stars.com/knowledge.html http://peterpaulperez.wordpress.com/2011/04/18/knowledge-

management-in-the-call-center-industry/ http://www.ugc.edu.hk/tlqpr01/site/abstracts/098_hui.htm http://www.ilo.org/public/english/employment/mifacility/activities/knowl

edge.htm


http://www.hcklab.org/research/knowledgemanagement/tacit-explicit-knowledge.htm http://www.cognitivedesignsolutions.com/KM/ExplicitTacit.htm http://serbaserbikm.blogspot.com/2010/07/2-macam-tipe-knowledge-

yaitu.html http://www.systems-thinking.org/kmbh/kmbh.htm http://www.kmnetwork.com/WhatIsKM.html


DRESSED 4 SUCCESS Conduct a brief review after every class. Complete the assigment on time. Prepare and conduct the presentation seriously Pay full attention about what the class discussed Make notes to help understand the lecture. Read & understand the main references/books Look for the other lecture materials from other class Keep 100% attendance

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CHAPTER 3 Kimiz Dalkir 2005 - Sharing Knowledge and … · NONAKA & TAKEUCHI Knowledge creation process ... NONAKA & TAKEUCHI 4 Model of Knowledge Conversion ... individual in which