Knowledge Management …basic principles and practices

Knowledge ManagementKnowledge Management

…basic principles and practices

Knowledge ManagementKnowledge Management

– organisational learning and knowledge capital

– process engineering and knowledge media

– organisational studies

– epistemology and cognitive psychology

– classification, artificial intelligence

– intellectual capital and information science.

Three QuestionsThree Questions

What is Knowledge Management ?

Why does it mean so many different things to so many different people?

Why are so few Data Managers involved with KM projects ?

Some basic principles….Some basic principles….

Wisdom - Wisdom - knowledge with insightknowledge with insight

Knowledge - Knowledge - information with meaninginformation with meaning

Information - Information - Data with contextData with context

Data - Data - facts and observationsfacts and observations

The Knowledge HierarchyThe Knowledge Hierarchy

Types of KnowledgeTypes of Knowledge

• Know-how (processes and practices)• Know-that (experience and learning = instinct)• Know-who (networks and information sources)• Know-when (timing)• Know-where (location)• Know-why (context and vision)

Types of Knowledge IITypes of Knowledge II

• Formal (or “Explicit”) knowledge– (this can be written down or codified)

• Informal (or “Tacit”) knowledge– (experiences that are difficult to communicate

through language or codification)

Information ManagementInformation Management

• Emphasis on delivery and accessibility of content

• Heavy technology focus

• Assumes that information capture can be standardised and automated

Knowledge ManagementKnowledge Management

• Emphasis on adding value to content by filtering, interpreting and adding context

• Focus on culture/work practices

• Requires human inputs – variability precludes automating the process 

70% people, 20% process and 10% technology

Knowledge Management is ….Knowledge Management is ….

…..creating connections

Training 4%

Meetings 5%

Coffee breaks 5%

Vacation 8%

Looking for

Information

60%

Useful Work 18%

Source: Shell - SPE Review May 1998Source: Shell - SPE Review May 1998

Why is knowledge so important?Why is knowledge so important?

• Mapping networks of experts • Sharing knowledge and Best Practice• Leveraging intellectual assets • Understanding/measuring the value of knowledge• Capturing and re-using past experience• Producing knowledge as a product • Driving knowledge generation for innovation• Building and mining knowledge stores• Embedding knowledge in products, services,

brands and processes

Knowledge Management DomainsKnowledge Management Domains

Knowledge Management DriversKnowledge Management Drivers

KnowledgeManagement

Human Resources

Wealth fromKnowledge

Technology

KnowledgeInterdependence

OrganisationalLearning

Innovation

Organisational Learning = Organisational Learning =

Benefits from ExperienceBenefits from Experience

What is Organisational Learning?What is Organisational Learning?

“Remember what works and keep doing it”

“Figure out what does not work and never do it again”

Organisational Learning is..Organisational Learning is..Organisational Learning is..Organisational Learning is..

• Where an organisation that ensures that valuable experience is not lost when:

– personnel change / leave

– the operations take place at a different location

– time passes

• Where an organisation that ensures that valuable experience is not lost when:

– personnel change / leave

– the operations take place at a different location

– time passes

A company is a learning organisation when one person figures out what works and the entire organisation shares the

benefit of this knowledge.

A company is a learning organisation when one person figures out what works and the entire organisation shares the

benefit of this knowledge.

When does it happen ?When does it happen ?

What skills are required ?What skills are required ?

Skills and CompetenciesSkills and Competencies

• Survival skills Communication Facilitation

Team Working Coaching

Negotiation Mentoring

Persuasion Business process

• Core competencies Professionals/technical education

Training and development

Business, sector experience

KM Enabling SkillsKM Enabling Skills

• Business process identification and analysis• Understanding knowledge process within the

business • Understanding the value, context and dynamics of

knowledge and information • Knowledge asset identification, creation,

maintenance and exploitation • Knowledge mapping and flows

KM Enabling Skills IIKM Enabling Skills II

• Document and information management workflow • Understanding of information management principles

• Understanding of support and facilitation of communities and teams

• Change management • Leveraging IT• Project management • Information structuring and architecture

Why are so few Data Managers Why are so few Data Managers involved in Knowledge involved in Knowledge

Management?Management?

ConclusionsConclusions

• Knowledge Management is hard to define

• There is no right answer

• What works for one may not for another

• It’s about people and communication

• Use a range of tools rather than a single one

“People that do not remember the past

are doomed to relive it!.”

George Santanyana

“Learn from the mistakes of others, …

you can never live long enough to

make them all yourself.”