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8/14/2019 Copy of KnowledgeManagement-101
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Knowledge Management
A practitioners perspective
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Agenda What is knowledge management
(KM) Definition(s)
History
Key concepts
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First, what is knowledge In simplest terms, knowledge is the ability of an actor
to respond to a body of facts and principlesaccumulated over a period of time
One way to look at knowledge is as the apogee of thefollowing continuum datainformationknowledge Data=1 unit of fact; information=aggregation of data;
knowledge=potential for action on information Data and information have intrinsic properties, the quality
of knowledge depends on the properties of the agent
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Knowledge assetsThere are two types of knowledge
assets Explicit or formal assets like copyrights,
patents, templates, publications, reports,archives, etc.
Tacit or informal assets that are rooted
in human experience and includepersonal belief, perspective, and values
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The value of KM It is important to manage knowledge assets
because Organizations compete increasingly on the base of
knowledge (the only sustainable competitiveadvantage, according to some)
Most of our work is information based (and oftenimmersed in a computing environment)
Our products, services, and environment are more
complex than ever before Workforces are increasingly unstable leading to
escalating demands for knowledgereplacement/acquisition
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The development of KM Knowledge began to be viewed as a competitive asset in the
80s, around the same time that information explosion startedbecoming an issue
The trend was fueled by the development of IT systems which
made it simple to store, display, and archive classified,indexed information
The process received a fillip after Drucker (and others)stressed the role of knowledge as an organization resource,and Senge popularized learning organizations
Seeds of KM may also be found in business practices like TQMand BPR to which KM is often compared
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The sources of KM Today, KM draws from a wide range of
disciplines/practices
Cognitive science Groupware, AI, KBMS Library and information science Document management
Decision support systems Technical writing Organizational science Many more
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KM today (catch-all?)There is a great risk today of KM
over-reaching itself Everything from organizational learning
to business and competitiveintelligence has become fair game forKM
There are KM components to each ofthese but these spaces are howeverbest left to specialized practitioners
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The scope of KMToday, most companies define the
scope of KM as
KM mechanics (tools for informationmanagement)
KM culture (knowledge as a social activity)
KM systems (knowledge sharing as part of
an organizations DNA)
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KM mechanics Information management may well be considered the first
wave of KM (and is still often considered synonymous withKM)
Information management tries to make the right information
available to the right person at the right time though avariety of database driven information applications
Information management tools try to capture the humanexperience of knowledge through the collecting, classifying,disseminating, searching, indexing, and archival power oftechnology
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Limitations of mechanical
KM Reliance on technology produces consensual
knowledge (over-reliance on best practicesfor instance) and may stifle innovation
The notion that right information ispredictable and flows from historical datamay be flawed
Making information available in not enough;getting people to use it is more critical
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KM culture All knowledge has a social and
evolutionary facet
There is a crying need tocontinuously subject knowledge tore-examination and modification
It is important to keep the humanand social elements of organizationinvolved in all stored knowledge
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KM culture through CoP Communities of practice (or thematic groups) are
a popular way of injecting KM culture in anorganization
CoPs are fora where members share informationand experiences, develop new insights,assimilate and transform knowledge
CoPs emphasize shared interests and work
across locations and time zones (often usingtechnology developed during KMs first wave)
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KM systems KM succeeds fully when it is woven into the
fabric of an organization and becomes intrinsicto an organizations processes
Common practices include Formal KM leadership Formal rewards and recognition for KM oriented work Tools and mechanisms that encourage knowledge
sharing Development of knowledge bases Intellectual asset management Metrics to evaluate KM initiatives
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KM systems today In many ways, the systemic approach is
the logical culmination of KM mechanicsand KM culture
Many KM systems are however not yetrobust enough KM metrics (surveys, benchmarking,
cost/benefit studies, service evaluation)are
still an inexact science Knowledge workers are often KM resistant (KM
is frequently considered an oxymoron)
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KM the report card Clearly, the jury is still out on KM though there is
increased acceptance that KM can be central toorganizational success
The key achievements of KM have been inemphasizing that There is a tacit dimension of knowledge creation which
must be recognized and valued Knowledge is subjective and interpretative and distinct
from raw data or information Meaning is central to knowledge creation Knowledge is social and interactive in nature Technology is an inalienable aspect of KM
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KM readings/references Good sources on the internet include
The KM forum (http://www.km-forum.org/)
The CIO magazines knowledgemanagement research center (http://www.cio.com/research/knowledge/)
The KMNetwork (http://www.brint.com/km/)
The KM resource center (http://www.kmresource.com/exp.htm)
http://www.km-forum.org/http://www.cio.com/research/knowledge/http://www.brint.com/km/http://www.kmresource.com/exp.htmhttp://www.kmresource.com/exp.htmhttp://www.kmresource.com/exp.htmhttp://www.brint.com/km/http://www.cio.com/research/knowledge/http://www.km-forum.org/8/14/2019 Copy of KnowledgeManagement-101
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KM readings/references
contd. The KM literature is vast, but good starting points
include Nonaka, Ikujiro, and Hirotaka Takeuchi. The Knowledge-
Creating Company. Senge, Peter M. The Fifth Discipline: The Art and Practice
of the Learning Organization Wiig, Karl, M. Knowledge Management Foundations:
Thinking About Thinking - How People and OrganizationsRepresent, Create and Use Knowledge
Menou, Michel J. (Ed.). Measuring the Impact ofInformation on Development Harris, Michael H. History of Libraries in the Western World
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Feedback/Questions