knowledge

knowledge

An Introduction to An Introduction to Knowledge ManagementKnowledge Management

Dr. James MarshallDr. James MarshallSan Diego State UniversitySan Diego State University

EDTEC 685 Presentation EDTEC 685 Presentation

knowledge

knowledge Hidden KnowledgeHidden Knowledge

• Arthur Clarke observed Arthur Clarke observed that cave dwellers froze that cave dwellers froze to death on beds of coal.to death on beds of coal.

• Silos in an organization Silos in an organization might just be filled with might just be filled with Apples.Apples.

knowledge

knowledge The NeedThe Need

If HP knew what HP knows, we would be If HP knew what HP knows, we would be three times as profitable.three times as profitable.

Former CEO Lew PlattFormer CEO Lew Platt

The knowledge you think you’re buying The knowledge you think you’re buying may walk out the door.may walk out the door.

Davenport & PrusakDavenport & Prusak

Best practices in an organization Best practices in an organization typically linger unnoticed; when typically linger unnoticed; when recognized, it takes an average of recognized, it takes an average of __?__ years before adoption.__?__ years before adoption.

SzulanskiSzulanski

knowledge

knowledge An ExampleAn Example

Texas Instruments - 1993Texas Instruments - 1993

““We had pockets of We had pockets of mediocrity right next door mediocrity right next door to world class performance to world class performance simply because one simply because one operation did not know operation did not know what was happening at the what was happening at the other operation.”other operation.”

knowledge

knowledge TI ExampleTI Example

Initial KM Focus: SemiconductorsInitial KM Focus: Semiconductors• New wafer fab cost $500 New wafer fab cost $500 million-$1 billion to constructmillion-$1 billion to construct

• Compared best practices across Compared best practices across wafer fab plants globallywafer fab plants globally– ties bonuses to capacity and ties bonuses to capacity and productivityproductivity

• First year results: 1 “free” First year results: 1 “free” fab of capacityfab of capacity

• Identical increases next two Identical increases next two yearsyears

knowledge

knowledge From a consulting firm...From a consulting firm...

• Charles Paulk of Andersen Consulting Charles Paulk of Andersen Consulting put it like this:put it like this:

““When one of our consultants shows When one of our consultants shows up, the client should get the best of up, the client should get the best of the firm, not just the best of the the firm, not just the best of the consultant.”consultant.”

knowledge

knowledge KM is Spawned by...KM is Spawned by...

• Shift from Brawn to BrainShift from Brawn to Brain

0

20

40

60

80

100

1900 2000

Work with "Things" Work with "Information"

knowledge

knowledge Fuel for the Rise of KMFuel for the Rise of KM

• The Information Age - The Information Age - From Brawn to BrainFrom Brawn to Brain

• Downsizing of the 80s and 90s Downsizing of the 80s and 90s • Transience of the workforceTransience of the workforce

– Communities of PracticeCommunities of Practice

• Movement from training to Movement from training to performance performance

• Just-in-time learningJust-in-time learning

knowledge

knowledge PerspectivesPerspectives

Knowledge is a fluid mix of framed experience, Knowledge is a fluid mix of framed experience, values, contextual information, and expert values, contextual information, and expert insight that provides a framework for evaluating insight that provides a framework for evaluating and incorporating new experiences and and incorporating new experiences and information. It originates and is applied in the information. It originates and is applied in the minds of knowers. In organizations, it often minds of knowers. In organizations, it often becomes embedded not only in documents or becomes embedded not only in documents or repositories but also in organizational routines, repositories but also in organizational routines, processes, practices, and norms.processes, practices, and norms.

Davenport and Prusak, 1997Davenport and Prusak, 1997

knowledge

knowledge PerspectivesPerspectives

Intellectual material that has been formalized, Intellectual material that has been formalized, captured, and leveraged to produce a higher-captured, and leveraged to produce a higher-valued asset.valued asset.

Klein and Prusak, 1994Klein and Prusak, 1994

……an individual’s accumulated knowledge and an individual’s accumulated knowledge and know-how [that] is the source of innovation know-how [that] is the source of innovation and regeneration…and regeneration…

Albert and Bradley, 1995Albert and Bradley, 1995

knowledge

knowledge Knowledge is like an IcebergKnowledge is like an Iceberg

Knowledge in an Knowledge in an organization can be organization can be compared to an compared to an iceberg: that which is iceberg: that which is visible is merely the visible is merely the tip of something vast tip of something vast and deep.and deep.

Stewart, 1998Stewart, 1998

knowledge

knowledge KM SurveyKM Survey

• Conducted by Management Conducted by Management ReviewReview

• November 1998-January 1999November 1998-January 1999• 1,826 respondents, all U.S. 1,826 respondents, all U.S. managersmanagers

• 38.4% of sample from 38.4% of sample from manufacturing industrymanufacturing industry

knowledge

knowledge State of KMState of KM

% of Companies with % of Companies with Effective KM?Effective KM?

KM in Name Only17%

Planning KM19%

Have Effective

KM19%

None45%

knowledge

knowledge Content objectsContent objects

knowledge

knowledge ExamplesExamples

• DataData– The temperature is 77 degreesThe temperature is 77 degrees

• InformationInformation– That’s hot for this time of yearThat’s hot for this time of year

• Knowledge - conclusion drawnKnowledge - conclusion drawn– Global warming is a bigger Global warming is a bigger problemproblem

Like beauty, knowledge exists in Like beauty, knowledge exists in the eye of the beholder...the eye of the beholder...

knowledge

knowledge Knowledge Existence Knowledge Existence Value Value

• Regardless of where it is found, the Regardless of where it is found, the value of knowledge increases with value of knowledge increases with level of accessibilitylevel of accessibility– Paradox: knowledge = power, so Paradox: knowledge = power, so hoard it - unlike other assetshoard it - unlike other assets

• Bringing together people with Bringing together people with different knowledge and experience different knowledge and experience is a necessary condition for is a necessary condition for knowledge creation.knowledge creation.

• With no system, people will make do With no system, people will make do with what is easily available with what is easily available

knowledge

knowledge Knowledge managementKnowledge management

Objectivist: Process of capturing, storing, retrieving and using knowledge. Focus on deriving knowledge from individuals and making it available. “STUFF”

Constructivist: New knowledge is created through social interactions. Focus on communities and shared lessons. “COMMUNITIES OF PRACTICE” (Polanyi, 1966)

knowledge

knowledge Barriers to KMBarriers to KM

None45%

Have Effective

KM19%

Planning KM19%

KM in Name Only17%

knowledge

knowledge Knowledge Managed for...Knowledge Managed for...

• Managing tangible Managing tangible intellectual intellectual capitalcapital

• Gather, organize, Gather, organize, share info & share info & knowledgeknowledge

• Creating work Creating work environments for environments for sharing and sharing and transfertransfer

• Leveraging to build Leveraging to build corporate strategycorporate strategy

EffectiEffectiveve

38%38%

72%72%

75%75%

47%47%

Name OnlyName Only

38%38%

70%70%

60%60%

33%33%

knowledge

knowledge The devil’s advocate...The devil’s advocate...

Your company has just announced a new Your company has just announced a new knowledge management initiative. As the knowledge management initiative. As the unit manager, you have been asked to unit manager, you have been asked to document your unit’s expertise and document your unit’s expertise and customer knowledge. The higher-ups are customer knowledge. The higher-ups are pretty excited about this KM thing and pretty excited about this KM thing and want to have it up and running by want to have it up and running by September, 2000. September, 2000.

It’s up to you now; mobilize your It’s up to you now; mobilize your workforce, document what you know, and workforce, document what you know, and make it available to your organization.make it available to your organization.

knowledge

knowledge Barriers to KMBarriers to KM

• Flawed incentivesFlawed incentives• Lack of trust; restricted accessLack of trust; restricted access• Diverse cultures; lack of common Diverse cultures; lack of common languagelanguage

• Lack of timeLack of time• Not a priorityNot a priority• Lack of forum to share ideasLack of forum to share ideas• Hesitance to admit to need for helpHesitance to admit to need for help• No view of the possibilitiesNo view of the possibilities

knowledge

knowledge What gets in the way?What gets in the way?

• getting people to sharegetting people to share • leveraging for comp. adv.leveraging for comp. adv.• measuring resultsmeasuring results• getting people to seek getting people to seek best practicebest practice

• knowing what to captureknowing what to capture• keeping technology up-to-keeping technology up-to-date date

• making knowledge making knowledge accessibleaccessible

• making knowledge usablemaking knowledge usable

EffectivEffectivee

43% 43%

25%25%

38%38%

49% 49%

32%32%

27% 27%

31%31%

31%31%

Name OnlyName Only

36% 36%

30%30%

42%42%

37% 37%

20%20%

16% 16%

43%43%

43%43%

knowledge

knowledge KM Requires Attention to...KM Requires Attention to...

• Access to InformationAccess to Information

• Organizational Culture & Organizational Culture & PoliciesPolicies

• Customer FocusCustomer Focus

• Learning & KMLearning & KM

Then...Then...

• Enabling Technology & SupportEnabling Technology & Support

knowledge

knowledge What about Technology?What about Technology?

Technology can:Technology can:–extend the reach and enhance extend the reach and enhance the speed of knowledge the speed of knowledge transfertransfer

–extract knowledge of an extract knowledge of an individual or group, structure individual or group, structure it and facilitate use by other it and facilitate use by other members of the organizationmembers of the organization

knowledge

knowledge Is KM happening?Is KM happening?

In March, 1998 we surveyed an In March, 1998 we surveyed an opportunistic sampling of 122 opportunistic sampling of 122 attendees at the ISPI conference attendees at the ISPI conference in Chicago.in Chicago.

We analyzed the results across We analyzed the results across five domains identified in the five domains identified in the literature. Additionally, we literature. Additionally, we looked at consulting firms vs. looked at consulting firms vs. non-consulting firms.non-consulting firms.

knowledge

knowledge Organizational PerformanceOrganizational Performance

1

1.5

2

2.5

3

Access Culture Customer Learning

Entire Sample

Typically

Occasionally

Rarely

knowledge

knowledge Consulting Firms in the LeadConsulting Firms in the Lead

1

1.5

2

2.5

3

Access Culture Customer Learning

Overall Consulting All Others

Typically

Occasionally

Rarely

knowledge

knowledge Consulting Firms Say YesConsulting Firms Say Yes

• Our people tend to generously share their ideas.Our people tend to generously share their ideas.• People in our organization are allied with their People in our organization are allied with their

professions and communities of practice even more professions and communities of practice even more than with our company or organization.than with our company or organization.

• Our people self-assess in order to get a fix on Our people self-assess in order to get a fix on directions for growth.directions for growth.

• Our people have systems to find the right person, Our people have systems to find the right person, obtain quick answers, weigh alternative obtain quick answers, weigh alternative approaches, and examine numerous examples.approaches, and examine numerous examples.

• When a manager seeks to reduce access to When a manager seeks to reduce access to information, he or she must justify the information, he or she must justify the restriction.restriction.

• Our people are expected to spend time learning as Our people are expected to spend time learning as much as they can about our customers.much as they can about our customers.

knowledge

knowledge Recognize contributions?Recognize contributions?

We recognize the We recognize the contributions that people contributions that people make to the knowledge make to the knowledge system.system.

YesYes

NoNo

knowledge

knowledge Recognize contributions?Recognize contributions?

We recognize the We recognize the contributions that people contributions that people make to the knowledge make to the knowledge system.system.

YesYes 33%33%

NoNo 66%66%

knowledge

knowledge Consulting Firms Say YesConsulting Firms Say Yes

• Our people tend to generously share their ideas.Our people tend to generously share their ideas.• People in our organization are allied with their People in our organization are allied with their

professions and communities of practice even more professions and communities of practice even more than with our company or organization.than with our company or organization.

• Our people self-assess in order to get a fix on Our people self-assess in order to get a fix on directions for growth.directions for growth.

• Our people have systems to find the right person, Our people have systems to find the right person, obtain quick answers, weigh alternative obtain quick answers, weigh alternative approaches, and examine numerous examples.approaches, and examine numerous examples.

• When a manager seeks to reduce access to When a manager seeks to reduce access to information, he or she must justify the information, he or she must justify the restriction.restriction.

• Our people are expected to spend time learning as Our people are expected to spend time learning as much as they can about our customers.much as they can about our customers.

knowledge

knowledge Technology & People for KM?Technology & People for KM?

We have a technology-based system to We have a technology-based system to capture and distribute the ideas, capture and distribute the ideas, efforts, and examples of our people. efforts, and examples of our people.

-and--and- We have people in the organization who We have people in the organization who are responsible for nurturing and are responsible for nurturing and maintaining the knowledge system.maintaining the knowledge system.

YesYes 34%34%NoNo 66%66%

knowledge

knowledge Influence of KM System Influence of KM System

1

1.5

2

2.5

3

Access Culture Customer Learning

Overall without KM with KM

Typically

Occasionally

Rarely

knowledge

knowledge My Unit: No DifferencesMy Unit: No Differences

• Instructor-led & technology-based Instructor-led & technology-based training to develop skillstraining to develop skills

• Long-term relationships, repeat Long-term relationships, repeat business with customersbusiness with customers

• Customer feedback captured and used Customer feedback captured and used to improve what we doto improve what we do

• Customer feedback and needs generate Customer feedback and needs generate

new initiativesnew initiatives

knowledge

knowledge My Unit: Significant DifferencesMy Unit: Significant Differences

• Consider ourselves (themselves) Consider ourselves (themselves) knowledge workersknowledge workers

• Generously share our (their) ideasGenerously share our (their) ideas

• Technology keeps up with our Technology keeps up with our information needsinformation needs

• Systems to find the right person, Systems to find the right person, answers, examplesanswers, examples

• Customers point to examples of Customers point to examples of knowledge use to customize products knowledge use to customize products and servicesand services

knowledge

knowledge Supporting a KM EffortSupporting a KM Effort

• Choose high-value, KM-appropriate Choose high-value, KM-appropriate knowledge knowledge

• Structure repository based on knowledgeStructure repository based on knowledge• Establish responsibility and resources to Establish responsibility and resources to grow and nourish systemgrow and nourish system

• Consider incentives and motivationConsider incentives and motivation• Organize around intellect - Organize around intellect - Communities of PracticeCommunities of Practice

• Boost problem-solving abilities by Boost problem-solving abilities by capturing knowledge in systems and capturing knowledge in systems and softwaresoftware

knowledge

knowledge But what about MY career?But what about MY career?

Things you can do easilyThings you can do easily• Play a role in the battle Play a role in the battle against restricted accessagainst restricted access

• Soften your tongue to combat Soften your tongue to combat natural tendencies towards natural tendencies towards turf and hoarding turf and hoarding

knowledge

knowledge But what about MY career?But what about MY career?

A little more difficult...A little more difficult...• ““This sounds great! Maybe I’ll become a This sounds great! Maybe I’ll become a CKO”CKO”– Ferussi Ross of Dataquest estimates that fewer Ferussi Ross of Dataquest estimates that fewer than 5% of organizations have designated CKOs.than 5% of organizations have designated CKOs.

• Manage your career; self-select Manage your career; self-select professional development opportunities-professional development opportunities-especially those with diverse mindsespecially those with diverse minds

• New ways of thinking New ways of thinking – about time: quick, repurposable; temporary; about time: quick, repurposable; temporary; virtual virtual

– about training: education, information, about training: education, information, performance, technology and strategic resultsperformance, technology and strategic results

knowledge

knowledge

““The most profitable businesses in the future The most profitable businesses in the future will act as knowledge brokers, linking insights will act as knowledge brokers, linking insights into what’s available with insights into the into what’s available with insights into the customer’s individual needs and preferences.”customer’s individual needs and preferences.”

Robert Reich, October 13, 1997Robert Reich, October 13, 1997The Wall Street JournalThe Wall Street Journal

knowledge

knowledge

““Knowledge itself is power.”Knowledge itself is power.”

Francis BaconFrancis Bacon

knowledge

knowledge EdMAPEdMAP

• Teachers throughout district plan Teachers throughout district plan instruction, collaborate, access instruction, collaborate, access resources, and contribute best resources, and contribute best practices via databasepractices via database– Enter lesson plans and correlate to Enter lesson plans and correlate to objectivesobjectives

– Search for units, view and re-purpose Search for units, view and re-purpose resources associated with the unitresources associated with the unit

• Reports show coverage of the district Reports show coverage of the district objectives, teachers can run reports objectives, teachers can run reports showing accountability for coverage of showing accountability for coverage of local objectives or state standardslocal objectives or state standards