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1 Knowledge Management Faculty Retreat May 7, 2010

1 Knowledge Management Faculty Retreat May 7, 2010

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Page 1: 1 Knowledge Management Faculty Retreat May 7, 2010

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Knowledge Management Faculty Retreat

May 7, 2010

Page 2: 1 Knowledge Management Faculty Retreat May 7, 2010

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Goals for 2010 and Beyond

• Renew the good KM foundation that has been built to meet the needs of 21st century Knowledge Organizations

• Goal of the KM Retreat is to engage SLIS faculty in that process

– Share with you our proposal for refreshing the Knowledge Management concentration

– Explore ways that SLIS can move this forward

– Discuss how we can make the KM program relevant and plausible for the MLIS students and for collaborative research

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Agenda

1. Future of the KM Concentration at KSU Interactive Presentation [10:00 a.m. – 11:45 a.m.]

2. Discovering Opportunities for CollaborationLunch time open discussion and facilitated brainstorming[12:00 noon – 1 p.m.]

3. Aligning SLIS Areas of Expertise with KM CompetenciesBreakout groups [1:00 – 2:00]

4. Synthesis and Next Steps Wrap Up [1:30 – 2:00]

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Future of IAKM Concentration

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Knowledge ProfessionalsKnowledge ProfessionalsTo LeadTo Lead

Knowledge OrganizationsKnowledge Organizations

Knowledge ManagementKnowledge ManagementEducation for Education for

Knowledge ProfessionalsKnowledge Professionals

Knowledge Organizations Knowledge Organizations For a For a

Knowledge EconomyKnowledge Economy

Pillar 1Pillar 1

Increased awareness of Knowledge Economy Opportunities for Knowledge Organizations Engaging Organizations in KM

Develop Knowledge Roles& Job StreamsDefine Core CompetenciesDefine Professional Education& Model Curriculum

Phase 1: Advisory Board Curriculum Planning New KM ActivitiesPhase 2: Student Recruitment Adjunct Recruitment Partnerships & CollaborationPhase 3: KM Education Forum KM Research Initiative

Pillar 2Pillar 2 Pillar 3Pillar 3

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KSU KM Program Vision

• Three Pillar Strategy

1. Growing Knowledge Organizations for a Knowledge Economy – Why and How?

2. Preparing Knowledge Professionals to Lead Knowledge Organizations – Why and How?

3. Delivering a High Quality KM Curriculum at KSU - Why and How?

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Pillar 1: Knowledge Organizations for a Knowledge Economy

– Definition of a Knowledge Economy

– Shift from industrial to knowledge economy dates back to the late 1940s-early 1950s

– Shift has been less visible until the 1990s – now gaining considerable steam

– Generating wealth in a Knowledge Economy means growing intellectual capital – human capital, structural capital and relational capital

– It comes down to how organizations can grow their intellectual capital to survive the shift, and to be more effective in the new economy, i.e. to become knowledge organizations

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Activities Supporting Pillar 1

Event Description Timelines

Webinars, Seminars and Lunchtime Lectures

• Bi-monthly forum for showcasing issues or work in Knowledge Management. KMWG Co-sponsorship. IAKM schedules and coordinates. • SLA KM Conversations

•April, 2010 launch•Ongoing support

Knowledge Economy Summit Three step process:• Knowledge Economy Index Research • Knowledge Economy dialog (webinars) • In-person KE Summit

•Research begins now – through October, 2010• KE dialog begins Jan. 12, 2011• Summit held in Columbus at end of April, 2011

Outreach to Private Sector, Public Non-Profit and Not-for-Profit Sectors

• Engagement with major companies and organizations in Ohio and at National level;• Engagement and increased visibility at relevant conferences and events

• February, 2010 and ongoing through 20xx

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Pillar 2: Knowledge Professionals for Knowledge Organizations

• As the Knowledge Economy picks up steam, the need and opportunities to ground and stabilize the KM domain increase

– Opportunity 1: Develop and Promote KM Competencies

– Opportunity 2: Develop and Promote KM Work Streams and Job Classifications

– Opportunity 3: Develop and Achieve Consensus on KM Model Curriculum

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Opportunity 1: KM Competencies

• Promote a set of Competencies that reflects all three generations of KM

• Alignment of concentrations with other professional and subject domains

• Alignment of concentrations with SLIS faculty expertise

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State of Knowledge Management vs. Information Science

Information Science• Core Competencies• Established Career Paths and

Position Classifications• Accepted Areas of Practice• Model Curricula • Historical and Current Body of

Knowledge• Accrediting Agencies and

Professional Associations

Knowledge Management• Emerging but dynamic

competencies• Wide range of positions • Areas of practice are emerging• Wide range of certificates and

degree programs• Widely scattered body of

knowledge which is growing rapidly “at the boundaries”

• No established accrediting agencies

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Competencies for 1st and 2nd Generation KM

• 1st generation KM was a supply side strategy – creating and capturing existing information and knowledge just in

case it was needed in the future (Knowledge Asset Management)

• 2nd generation KM focuses on demand side, in addition to supply side– Creating new knowledge, innovating to fill gaps, creating

conditions where people can collaborate to create and share knowledge, organizational learning

– (Learning, Collaboration/Communities, Culture and Communication)

– Focus on existing knowledge emphasizes what is “business critical” (Intellectual Capital Management, Knowledge Operations, Knowledge Assessment)

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Competencies for 3rd Generation KM

• 3rd generation KM is emerging as a quantum leap beyond 2nd generation KM

• Focuses on representation of human knowledge for machine understanding and processing (Knowledge Architecture, Knowledge Technologies)

• The evolution of KM provides us with a very big tent of competencies and an expanding body of knowledge

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KM Competencies

Collaboration &Communities

Culture &Communication

KnowledgeOperations

Knowledge Assessment

LeadershipStrategy

Knowledge Technology

LearningEnvironment

KnowledgeAsset Mgmt.

Knowledge Architecture

Intellectual Capital Mgmt.

Ten Competency Areas for Knowledge Management

See Handout for Competency Descriptions – Tab 5

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Opportunity 2: KM Job Classifications

• Currently, there is no systematic approach to defining a “KM” role and no “KM” job classifications

• Challenge ties back to the lack of an established domain, Body of Knowledge and competencies

• Working on two fronts to propose KM job classification – Office of Personnel Management and World Bank

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• Background– M.A. in Knowledge Management and an M.A. in another subject domain,

possibly

– 15 years hands on experience working in the business divisions of private corporations and public sector organizations

• Knowledge Organization Goals– Knowledge Program provides a foundation for managing and leveraging the

institution’s knowledge over the next 10 years

– Focused on the strategic visioning and planning, and resource management aspects and the business acceptance of the knowledge program

– Key challenge is business embedding and organizational culture

• Characteristics: “Building Relationships” She has an extensive CKO and Cxx network, hires high level, qualified KM professionals, invests in the knowledge team, and relies on her KM professionals to realize the vision.

Jane the Chief Knowledge OfficerJane the Chief Knowledge Officer

See Handout for Role Descriptions

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• Background– Ideally has a blended background in the business (i.e., banking, health care, aviation, agriculture,

etc.) and experience in knowledge functions– Formal KM degree with another subject degree

• KM Goals– Works in a regional field office where he acts as a conductor for all the knowledge management

activities in his office, including learning activities, collaboration, and professional networking; – Supports and encourages networking, collaboration and community building at the business level –

networks with other knowledge managers in the institution;– Plans and delivers activities and events that enable the business staff to recognize and exchange

expertise; – Works closely with knowledge architects to ensure that knowledge technologies are designed to

support the way the business works;– Works closely with knowledge analyst to ensure that knowledge asset management is

appropriately implemented at the business level;

• Characteristics: “Business teams work smarter rather than harder. My teams are able to work more efficiently and effectively, they leverage existing knowledge and create new knowledge.” Great people skills, Patient and good communicator, renaissance knowledge

Mike the Knowledge ManagerMike the Knowledge Manager

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• Background– Degree or certificate in knowledge management and extensive experience in the business– Degree or certificate is supplemented by continuous learning in knowledge management, most likely

knowledge asset management, collaboration and communities, and business process

• KM Goals and Tasks– Knows the key leverage points and business critical tasks of her line of business and business

processes applications; – Identifies learning and exchange events for her business units;– Ensure that SME’s have access to knowledge and information needed to support the organization’s

business – both internal and external sources;– Ensure that knowledge processes are integrated into the way that SME’s work each day; – Ensures that the organization’s knowledge is captured, organized, profiled and findable;– Works closely with Knowledge Managers and Knowledge Architects to understand how KM can enable

effective business operations, and networks with other Knowledge Analysts on a daily basis;

• Characteristics: “Manage knowledge assets in most effective and least intrusive way,” process and ‘systems thinker’, Detail oriented and not afraid to get their hands dirty in the tacit or explicit knowledge and in coaching knowledge workers

Anne Marie the Knowledge AnalystAnne Marie the Knowledge Analyst

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• Background

– Has very strong business domain background – subject degree in information sciences or information technology, in addition to a formal KM degree

– Has strong knowledge of enterprise architecture and perhaps even an EA certificate

• KM Goals

– Does a deep dive into how people work in the knowledge organization and understands the business functionality

– Advises the KM Analyst on issues and gaps that need to be addressed

– Makes recommendations for configuration and design decisions to the Knowledge Manager and provides specifications for the Knowledge Engineer

– Has knowledge of the architectures of the applications that are used by the business units but focuses on integration and interoperability to ensure knowledge flows across applications to where it is needed

• Characteristics: “Measure Twice, Cut Once”, Works well with Knowledge Analyst and can collaborate with others, strong information user, social and professional networker – has wide range of contacts to draw upon for ideas and information

Tim the Knowledge ArchitectTim the Knowledge Architect

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• Background:– Formal engineering training and degree, in addition to strong KM certification or

formal graduate degree in KM (KE concentration)– Good grounding in industry standards and best practices – Knowledge of the business applications used throughout the organization

• KM Goals and Tasks– Ensuring the organization’s applications are “knowledge enabled” and “knowledge

friendly” – Ensuring that the focus of development is not on the application but on the

knowledge, information and their use (interoperability, integration, data and knowledge flows)

• Characteristics: “Applications need to be connected and integrated to support access to knowledge and information.” Compliance-oriented, balances engineering and user perspectives, able to translate “requirements” into user friendly deliverables

Ruth the Knowledge EngineerRuth the Knowledge Engineer

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Opportunity 3: Model KM Curriculum

• Define a model curriculum which is grounded in the 10 KM Competencies against which any KM degree or certificate can be measured

• Model curriculum covers each competency with combination of traditional courses, short executive style courses, and workshops which new and working professionals can use to acquire and build their KM knowledge and skills

• Model curriculum will help to ensure predictability and reliability of skill sets and knowledge foundations in KM professionals

See Handout for Model Curriculum Description

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Activities Supporting Pillar 2

Event Description Timelines

KM Job Streams • KMWG and OPM collaboration

•Proposal to OPM by Sept. 1, 2010

KM Career Development Workshop

• ALA Sponsored Event showcasing current KM professionals, roles/responsibilities, and educational opportunities

•Agenda in progress now;•Invitations extended in April;•Promotion – May, 2010•Event - June 28, 2010

Knowledge Management Education Forum

• Annual dialog among KM educators and practitioners• 6 KMEF webinars - KME core issues• In Person Forum in Washington, DC

•Webinars launch Sept. 15, 2010•Forum – Nov. 29-30, 2010

KM Role Model Interviews • Web published video interviews with current KM professionals representing multiple sectors and roles

•April, 2010 and continuing as they are received; on-going activity

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Pillar 3: KM Education for Knowledge Professionals

• Pillars 1 and 2 focus on the external environment of KM and are prelude to Pillar 3 -- the KM Curriculum offered by KSU

• We are following a four-step curriculum review process– Stage 1: Information Gathering – completed– Stage 2: Evaluation and Alignment – where we are now– Stage 3: Recommend Changes – end of July, 2010 – Stage 4: Implement Changes – AY 2011-2015

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Step 1: Information Gathering

• Extensive review and evaluation of existing KM programs and courses nationally and internationally

• Alignment with KM competencies as grounded in Dr. Robert Nielsen’s work but expanded to reflect all generations of KM

• Extensive consultation with and input from experts in each of the competency areas January-April, 2010

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Step 2: Evaluation and Alignment

• Review the current KM curriculum and renew it to meet the needs of current and future KM professionals

• Curriculum evaluation and alignment solicits SLIS faculty input

• May 7 – Evaluation and alignment begins with input on competency areas, overall approach to renewal and implementation strategy

• May 19 to July 15 – Series of online discussions which focusing on the 10 competency areas, specific course descriptions and instructional design models

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#Courses

KM Competency Area

1 Communities and Collaboration

3 Knowledge Asset Management

2 Knowledge Operations

2 Intellectual Capital Management

3 General Knowledge Management

0 Leadership and Strategy

0 Knowledge Assessment and Evaluations

0 Culture and Communication

0 Learning Environment

0 Knowledge Technologies

0 Knowledge Architectures

Current KM Courses Offered

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Guiding Principles for Implementing the Renewed Curriculum

1. Courses are defined clearly and orthogonally to prevent overlap

2. Courses are developed collaboratively between SLIS faculty and adjunct faculty

3. Model syllabi will be prepared by SLIS faculty working in consultation with domain experts and certifying professional organizations to ensure consistent quality

4. Rely heavily on adjunct faculty, but adjunct faculty must have strong academic knowledge and relevant experience

5. SLIS and Instructional Design Team will work closely with new faculty to ensure a High Quality of Entry course

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Guiding Principles for Implementing the Renewed Curriculum

6. Adjuncts should be selected based on their ability to contribute in multiple ways to at least one competency area

7. Courses should be developed in a way that allows others to teach them effectively

8. Descriptions and syllabi will be prepared, but actual courses will not be developed until there is sufficient short- and long-term interest to justify the School’s investment (tied to recruitment and outreach)

9. Wherever possible, external funds and collaborative partnerships will be explored to support development of courses so that this work does not adversely impact SLIS curriculum

10. 1, 2 and 3 credit courses will be delivered to provide professionals the opportunity to build rich skill sets while achieving the required credits

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Pillar 3: KSU Education for Knowledge Professionals

Event Description Timelines

Advisory Board • KM Advisory Board charter, invitations and events

•Draft Advisory Board Charter completed•Membership recommendations and invitations: May, 2010 •Initial breakfast event: June, 2010

KM Retreat • Reintroducing KM to SLIS, CCI, Business School

• Event date: May 7, 2010

KM Curriculum Review • Facilitated discussions – “to-be” and “as-is” approach – through five online webinars. SLIS, faculty participation.• Consensus on way forward achieved at end of July

•Facilitated discussions begin one week after the KM Retreat: May 7 through July 15.

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Pillar 3: KSU Education for Knowledge Professionals

Event Description Timelines

KM Student Recruitment in Priority 1 Sectors

• Promotional materials development; • CRM tracking – Hobson’s• Active engagement with: manufacturing, financial services, energy, health, U.S. Federal (national and Ohio), law enforcement, professional associations and international organizations

•April continuing through August, 2010;

KM Student Recruitment in Priority 2 Sectors

• Active engagement with: publishing/info sector, retail sector, technology-telecomm sector, state emergency mgmt. and public safety, non-profit organizations

•September continuing through December, 2010

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All Events by QuarterPillar/Event Spring, 2010 Summer, 2010 Fall, 2010 Winter, 2011

P3: SLIS/IAKM KMRetreat

P2: KM Career Development Workshop

P2: KM Job Streams

P3: KM Curriculum Review

P3: Recruitment – Priority 1

P2: KM EducationForum

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All Events by Quarter

Pillar/Event Spring, 2010 Summer, 2010 Fall, 2010 Winter, 2011

P1: Knowledge Economy Summit

KE Index Work Summit Planning

P3: Recruitment – Priority 2

P1: KMWG Webinars

P2: KM Role Model Interviews

P3: Advisory Board

Events

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Today’s Agenda

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Lunchtime Brainstorming and Discussion

• Guiding Questions

– Where are the general areas of synergy between MLIS and KM? For students? For faculty collaboration and research? For teaching?

– Are there gaps in the competencies that we have overlooked?

– Does the proposed evaluation and alignment process work for SLIS?

– How do you see SLIS faculty participating in this process in 2010 and in the future?

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Break Out Sessions: Guiding Questions

• Does the mapping reflect your areas of expertise and interests? If not, please revise.

• Do you see common interests or common topics among the MLIS and KM courses proposed?

• How can we increase the value of these courses to MLIS students? Which MLIS career paths might be interested in KM?

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KM Competencies

Collaboration &Communities

Culture &Communication

KnowledgeOperations

Knowledge Assessment

LeadershipStrategy

Knowledge Technology

LearningEnvironment

KnowledgeAsset Mgmt.

Knowledge Architecture

Intellectual Capital Mgmt.

Other Partnership and Collaboration Opportunities?

Human Capital Institute, ECIC

ABPMP, AIIM,

Ontolog Forum,ACM, AAAI/IAAI,

EACOEDoDALA LITAASIST

ALA ALCTS & LITA,SLA, ARMA, AIIM, FIRM, ASIST, DocEngineering,

APQC, IPQC,

ICCPM, CMLC, Conference Board,ALA LAMA & PLA,

Natl. Storytelling Assn.,NCA, ACA, ….

SOL,

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Break Out Sessions: Guiding Questions

• Which professional organizations do you think we should be collaborating with?

• Which private, non/not for profit or public sector organizations do you think we should be approaching?

• How should we craft the message for this competency area?

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KM Competencies

Collaboration &Communities

Culture &Communication

KnowledgeOperations

Knowledge Assessment

LeadershipStrategy

Knowledge Technology

LearningEnvironment

KnowledgeAsset Mgmt.

Knowledge Architecture

Intellectual Capital Mgmt.

Mapping of SLIS Faculty to KM Competencies – First Draft

See Handout for SLIS Faculty Alignments

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Wrap Up Session

• Overall Thoughts, Responses and Advice

• KM Curriculum Renewal Wiki invitations

• KM Curriculum Online Discussion invitations