Knowledge Managementr04012011

Knowledge Management

KNOWLEDGE IS LIKE LIGHT. Weightless and intangible, it can easily travel the world, enlightening the lives of people everywhere. Yet billions of people still live in poverty unnecessarily. Knowledge about how to treat such a simple ailment as diarrhea has existed for centuries but millions of children continue to die from it because their parents do not know how to save them.

Source: Opening statement of the World Bank 1998/99 World Development Report: Knowledge for Development.

Human history becomes more and more a race between education and catastrophe. H.G. Wells.

Knowledge Management

© United Features Syndicate, Inc.

KM is NonsenseKM is a management consultant conspiracy (search and replace marketing).

KM practitioners don’t know what “knowledge” really is.

KM is the ‘Learning Organization’ rebranded.

KM cheerleaders misunderstand tacit knowledge (Polanyi’s sense).

KM is nothing new.

Source: Wilson, T.D. (2002). The nonsense of ‘knowledge management.’Information Research, 8(1).

What is Knowledge Management?

Defined in a variety of ways.KM in education: a strategy to enable people to develop a set of practices to create, capture, share & use knowledge to advance.KM focuses on: people who create and use knowledge. processes and technologies by which knowledge is created,

maintained and accessed. artifacts in which knowledge is stored (manuals, databases,

intranets, books, heads).Sources: Petrides, L.A. & Nodine, T.R (2003). Knowledge management in education: Defining the landscape. Edvinsson, L. & Malone, M.S. (1997). Intellectual capital: Realizing your company's true value by finding its hidden brainpower. Ford, N. (1989). From information- to knowledge-management. Journal of Information Science Principles & Practice.

Definition1

“A discipline and framework designed to help our organization acquire, package and share “what we know” to enable decision-making, creativity, innovation and communication.”

Where does KM come from?Technology Infrastructure, Database, Web, Interface

Globalization World wide markets, North American integration

Demographics Aging population, workforce mobility, diversity

Economics Knowledge economy

Customer relations Quality

Increase in information Specialization, Volume, Order

Sources: Brown J.S. & Duguid, P. (1991). Organisational learning and communities-of-practice. Organisational Science. .O’Dell C. & Grayson Jr., C.J. (1998). If only we knew what we know. Stewart, T. (2002). The wealth of knowledge.

The Rise of the Knowledge Worker*wages

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000

farmworkers labourers & operators crafts

service clerical sales

managerial & admin. prof. & tech.

Source: Stewart T.A. (1997). Intellectual capital.

Labour market employment shift to a knowledge economy

Average annual rate of growth in labour market sectors

4.1

7.6

2.2

2.6

0.6

2.1

0 2 4 6 8

Knowledge

Management

Data

Services

Production

Overall

Source: Lavoie, M. & Roy, R. (1998). Employment in the knowledge-based economy.

Digital Students

By age 21, the average college student will have spent:

10,000 hours video games200,000 emails20,000 hours TV10,000 hours cell phoneUnder 5,000 hours reading

Source: F. Prochaska, Students and Faculty Today: Inhabiting the Evolving Universe of Teaching, Learning, and Technology, 2003.

Why KM?

What is Knowledge?Knowledge is justified true belief. Ayer, A.J. (1956). The Problem of Knowledge.

Knowledge is a fluid mix of framed experience, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experience and information. It originates and is applied in the minds of knowers. In organizations it often becomes embedded not only in documents or repositories but also in organizational processes, practices and norms. Davenport, T.H. & Prusak, L (1998). Working Knowledge.

Knowledge is information in action. O’Dell C. & Grayson Jr., C.J. (1998). If only we knew what we know.

Data, Information & Knowledge

DATA INFORMATION KNOWLEDGE

Definition Raw facts, figures and records

contained in a system.

Data placed into a form that is

accessible, timely and accurate.

Information in context to make it insightful and

relevant for human action.

Reason Processing Storing / Accessing.

Insight, innovation,

improvement.

"We are drowning in information but starved for knowledge"Naisbitt , J. (1984) Megatrends: Ten new directions transforming our lives.

Source: Luan, J & Serban, A. (2002, June). Knowledge management concepts, models and applications. Paper presented at Annual AIR Forum, Toronto.

Two types of knowledge

Explicit knowledge Formal or codified Documents: reports, policy

manuals, white papers, standard procedures

Databases Books, magazines, journals

(library)

Implicit (Tacit) knowledge

Informal and uncodified Values, perspectives &

culture Knowledge in heads Memories of staff,

suppliers and vendors

Documented information that can

facilitate action.

Know-how & learning embedded within the

minds people.

Knowledge informs decisions and actions.Sources: Polanyi, M. (1967). The tacit dimension. Leonard, D. & Sensiper, S. (1998). The Role of Tacit Knowledge in Group Innovation. California Management Review.

Layers of knowledge

Implicit (Tacit)Explicit

Individual

Organizational

In people’s heads.

• Undocumented ways of working in teams, teaching.• Cultural conventionsknown and followed but not formalized.

Personal documents on my C:\

• Formalized process for developing curriculum.• Corporate polices and procedures.

Source: Luan, J & Serban, A. (2002, June). Knowledge management concepts, models and applications. Paper presented at Annual AIR Forum, Toronto.

In the Business WorldKM is becoming a “big deal” in industry.

KM involves collaboration, organizational learning, best practices, workflow, IP management, document management, customer focus and using data meaningfully [data mining].

KM requires understanding the soft skills necessary to work with people.

Source: Clare Hart, President and CEOFactiva, Knowledge Management London 4 April 2001

What are USA companies doing?

0% 20% 40% 60% 80% 100%

Capture & sharebest practices

Corporate learningstrategies

CRM

Competitiveintelligence

[Source: Milan, J. (2001) KM: A revolution waiting for IR. Paper presented at the 41st Annual AIR Forum.]

81% of businesses with KM solutions see productivity improvements. [Malhotra, Y. (2001).

If Statistics measures KM It Must Exist.

Proportion of firms with dedicated spending on KM practices

0% 10% 20% 30% 40% 50% 60%

Less than 50 workers

50-249 workers

250-499 workers

500-1,999 workers

2,000 & more workers

Source: Statistics Canada. (2002) Are we managing our knowledge?

What are organizations doing?

1. Knowledge capture and acquisition E.g., environmental scanning.

2. Developing strategies for implicit K sharing:

E.g., CoPs, virtual teams, list of experts & mentoring.

3. Using technologies to store, analyze & distribute explicit K.

Corporate portals, business K base, process control inventories, CRM.

Source: Statistics Canada. (2002) Are we managing our knowledge?

Technology Components of a KM Solution

PortalsWebsitesSearch EnginesShared DrivesSpecialty Knowledge Applications• Share Point• FAQ and Lessons Learned• Online survey tool

Knowledge and Information Tools

three

two

one

three

Illustrated KM Models Tiered Knowledge Management Model (TKMM)

in Institutional Research

Tacit Knowledge

PortalsCRM

Data WarehousesEnterprise Resource Planning (ERP)

QueryingOLAP

Data MiningClassical multivariate statistics

Collaborative Working Environment (CWE)

Knowledge Base Knowledge Workers

KnowledgeMapping

Tiers:Tiers:

two

one

Explicit Knowledge

Source: Luan J. & Serban A.M. , (2002). KM: Building a competitive advantage in higher education.

High level view of Meyer and Zack KM cycle

Bukowitz and Williams KM cycle

Knowledge

Get

Use

Learn Contribute

Assess

Build sustain

Divest

Mcelroy end to end KM

Strategic implications of KM cycle

OD

Change management

CMM

Quality

Creativity & innovation

Survival, sustenance and growth

Optimizing collective wisdom

KNOWLEDGE MANAGEMENT MODELS

KNOWLEDGE MANAGEMENT

KNOWLEDGE MANAGEMENT is a collaborative and integrated approach to the creation capture,organization access and use of an enterprises intellectual assets.(patents,intellectual, property rights, know how,know why, experience ,expertise. The basic aim of knowledge management is to leverage knowledge to the organization’s advantage.

Davenport & prusakData A set of discreet, objective facts about events

Information A message,usually in the form of a document or an audible or

visible communication

Knowledge A fluid mix of framed experiences, values, contextual

information and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and applied in the minds of knowers.

In organizations it often becomes embedded not onl in documents or repositories but also in organisational routines, processes, practices and norms

Polyani

Knowledge is tacit or rooted in tacit knowledge

Personal way of knowledge construction

Organisational epistemologyGeorg von Krogh, Johan Roos

Distinguishes between individual knowledge and social knowledgeTake an epistemological approach to organizational knowledge How and why individuals within the organization come

to know How and why organizations, as social entities come to

know What counts for knowledge of the individual and the

organization What are the impediments to organizational KM

Basis of Krogh and Roos model

Basis of Krogh and Roos model

Cognitivism Knowledge is an abstract entity

Connectivism There can be no knowledge without a knower

Autopoietic The process of organizational knowledge creation,

related to the four dimensions of autopoietic systems, (1) autonomy, (2) being simultaneously open and closed, (3) self-reference and (4) observation

The process through which the autopoietical system and the world outside this system are connected - structural coupling - offers a complete new understanding of the fact that some organizations are more successful than others: the reasons are not the different inputs from an outside system but the different rules organizations have to manage the linkage with the outside world and to deal with these inputs.

TWO DIMENSIONS OF KNOWLEDGE CREATION –

EPISTEMOLICAL AND ONTOLOGICAL EPISTEMOLOGICAL DIMENSION – Tacit and Explicit Knowledge TACIT KNOWLEDGE – personal, context specific, hard to formalize and

communicate, cannot be articulated, embedded in individual experience. EXPLICIT KNOWLEDGE – transmittable in formal systematic language.

Mathematical expressions, specifications, manuals, documents etc,. Social interaction between tacit and explicit knowledge results in knowledge

creation.

ORGANIZATIONAL KNOWLEDGE CREATION is a continuous and dynamic interaction between tacit and explicit knowledge.

ONTOLOGICAL DIMENSIONS – individual, group, intra organizational, inter organization. Organizational knowledge creation, therefore, should be understood as a

process that “organizationally” amplifies the knowledge created by individuals and crystallizes it as a part of the knowledge network of the organization.

MODES OF KNOWLEDGE CREATION SECI –Model - Nonaka, I. & Takeuchi, H

Knowledge is created and expanded through social interaction between tacit and explicit knowledge. This interaction is called knowledge conversion.

FOUR MODES (SECI –Model) SOCIALIZATION – Much knowledge, perhaps

80%, lies in people's brains. The aim for the knowledge worker is to find ways to collect this tacit knowledge. Socialization consists of sharing knowledge through social interactions.

It is a process of sharing experiences and thereby creating tacit knowledge such as shared mental models and technical skills. Sympathized. Field of interaction .

MODES OF KNOWLEDGE CREATION SECI –Model

EXTERNALIZATION – The process of externalization (tacit-to-explicit) gives a visible form to tacit knowledge and converts it to explicit knowledge. It can be defined as it is quintessential knowledge creating process in that tacit knowledge becomes explicit taking the shape of metaphors, analogies, hypotheses or models. Conceptualization. Dialogue or collective reflection. It often requires an intermediary journalist, researcher etc…


COMBINATION –

Combination is the process of recombining discrete pieces of explicit knowledge into a new form. No new knowledge is created at this step. It

is rather to improve what we have gathered so far, to make synthesis or a review report, a brief analysis or a new database. The content has been basically organized logically to get more sense, consolidated

it is a process of systemizing concepts into a knowledge system. Systemic. Networking


INTERNALIZATION – it is a process of embodying explicit knowledge into tacit knowledge. Operational Knowledge. Learning by doing.

The last conversion process, internalization, occurs through diffusing and embedding newly acquired and consolidated knowledge. In some way, internalization is strongly linked to "learning by doing".

Internalization converts or integrates shared and/or individual experiences and knowledge into individual mental models. Once internalized, new knowledge is then used by employees who broaden it, extend it, and reframe it within their own existing tacit knowledge.

Knowledge conversion process

Knowledge spiral

ENABLING CONDITIONS

INTENSION - Organizations aspiration to its goals

AUTONOMY – At the individual level, all members of an organization should be allowed to

act autonomously as far as circumstances permit, By allowing them to act autonomously that organization may increase the chances of introducing unexpected opportunity

AMBIGUITY AND CREATIVE CHAOS – interruption of our habitual comfortable state of being.Breakdown of routine

habits or cognitive framework. When we face such a breakdown, we have an opportunity to reconsider our fundamental thinking and perspective. Creative chaos forces employees to relinquish the status quo and seek brand new solutions.

REDUNDANCY – existence of information that goes beyond the immediate requirement of

organizational members. Redundant information enables individuals to invade each others functional boundaries and offer advice or provide new information from different perspectives – learning by intrusion. It encourages frequent dialogue and communication.

REQUISITE VARIETY – An organizations internal diversity must match the variety and complexity of

the environment in order to deal with the challenges posed by the environment.

FIVE PHASE MODEL OF ORGANIZATIONAL KNOWLEDGE CREATION PROCESS

SHARING TACIT KNOWLEDGE – sharing of tacit knowledge among multiple individuals with different background

perspectives and motivations become the critical steps for organizations knowledge creation to take place. Typical field of interaction is self organization teams.

CREATING CONCEPTS – the shared tacit mental models is verbalized into words and phrases and finally

crystallized into explicit concepts.

JUSTIFYING CONCEPTS - BUILDING ARCHETYPES –

justified concepts is converted into something tangible or concrete namely an archetype.

CROSS LEVELLING OF KNOWLEDGE – new concepts which has been created, justified and modeled moves on to a new

cycle of knowledge creation at a different ontological level. This interactive and spiral process which is called cross leveling of knowledge takes place both intraorganizationally and interorganizationally.

EXCHANGE BETWEEN TACIT AND EXPLICIT KNOWLEDGE DURING PRODUCT DEVELOPMENT AT HONDA

Honda Civic and Accord becoming too familiarInaugurated the development of a new car concept with the slogan “Lets Gamble”Product development teamTwo instructions a) come up with a product concept fundamentally different from anything the company had done before b) make a car that is inexpensive but not cheap.Product team leader coined a slogan “AUTOMOBILE EVOLUTION” – what will the automobile eventually evolve into.Team members came up with the slogan “MAN MAXIMUM, MACHINE MINIMUM”Image of a sphere – car simultaneously tall in height and short in length.“TALL BOY” – product concept. The car inaugurated a whole new approach to design in the Japanese auto industry based on the man maximum, machine minimum concept which led to the new generation of Tall and Short” cars now prevalent in Japan

CREATING KNOWLEDGE IN PRACTICEMatsushita Electric Industrial Company LimitedACTION 61 – Three year corporate action plan(Action, Cost reduction, Topical products, Initiative in marketing, Organizational reactivation and New management strength)Objective - To improve Matsishita’s competitiveness in its core business thru careful attension to cost and marketing, to assemble the resources necessary to enter new markets historically dominated by competitors such as IBM, Hitachi, NEC and Fujitsu.Beyond Household Appliances. Three divisions - Rice cooker division, Heating Appliances Division and Rotation Division – were integrated into Cooking Appliances Division

FIRST CYCLE EASY AND RICH – Overall conceptMembers of the team was from several sectionsSECOND CYCLE THIRD CYCLECROSS LEVELING OF KNOWLEDGE WITHIN THE DIVISION – induction heating rice cooker, automatic coffee brewer.CROSS LEVELLING OF KNOWLEDGE BETWEEN THE DIVISION – large screen TV - Goah The development of Home Bakery(bread making appliance) inspired the CEO to adopt HUMAN ELECTRONICSas the umbrella or grand concept for MatsushitaSECOND CROSS LEVELLING OF KNOWLEDGE – at the corporate levelFIRST CYCLEVision for the company – where the company was heading and what kind of company they would like to beHuman 21 Committee consisting of upper middle managers with heavy responsibilities Human 200 People Committee (what type of a group should Matsushita employees form)Voluntary individual – who embrace values such as volunteerism, ambition, creativity and mental productivityPossibility Searching Company

SECOND CYCLEOne of the operational means of achieving the objective was the reduction of working timeMIT 93 (Mind and management innovation towards 93)MIT 93 promotion Office asked every division of Matsushita to develop new managerial and operational systems that would enable annual working hours to be reduced to 1800 hours.Guidelines that MIT93Promotin Office provided were

a) analyze existing working hours and processes b) uncover causes of inefficiencies and c) to make people

actually experience 150 hours a month schedule 1800 hours projectresulted in the development of an innovative process called “Concurrent engineering” – which could set all the specifications at an early stage of development and consequently reduce design changes at latter stages.

COMPARISON of Japanese –style vs.western –style organizational knowledge

creation Japanese Organization

Group –basedTacit knowledge –oriented Strong on socialization and internalization Emphasis on experience Dangers of “group think”and “overadaption to the past success”Ambiguous organizational intentionGroup autonomy Creative chaos through overlapping tasksFrequent fluctuation from top management Redundancy of informationRequisite variety through cross –functional teams

Western organizationIndividual –based Explicit knowledge –orientedStrong on externalization and combinationEmphasis on analysisDanger of “paralysis by analysis”Clear organizational intentionIndividual autonomyCreative chaos through individual differences Less fluctuation from top managementLess redundancy of information Requisite variety through individual differences.

SECI model incorporates the following

Two forms of knowledge (tacit and explicit) An interaction dynamic (transfer) Three levels of social aggregation (individual, group, context) Four “knowledge-creating” processes (socialization, externalization, combination and internalization).

Wiig KM Model

Karl Wiig(1993) proposed his Knowledge Management model with a principle which states that,knowledge can be useful if it is well oraganized.There are some useful dimensions to be noted in Wiigs KM model.They are: Completeness Connectedness Congruency Perspective and purpose

Wiig KM Model

Completeness

Connectedness

Congruency

Perspective and purpose

'Completeness 'refers to check how much relevant knowledge is available from given source.The source of knowledge may be implicit or explicit(from human brains or knowledge bases).

Wiig KM Model

Completeness

Connectedness

Congruency


'connectedness refers to well defined relation between diferent knowledge objects.

Wiig KM Model

Completeness

Connectedness

Congruency


A knowledge base possesses 'congruence' when all facts.concepts, values and relational links between the objects are consistent.

Wiig KM Model

Completeness

Connectedness

Congruency


'perspective and purpose' is a phenomena through we know something but from a particular point of view for a specific purpose.

Wiig KM Model – LEVELS

LEVEL TYPE DESCRIPTION

1 Novice Barely aware or not aware (does not know he does not know)

2 Beginner Knows that knowledge exists/ where it exists but cannot reason

3 Competent Knows that knowledge exists/ where it exists and can reason

4 Expert Knows the knowledge and holds the knowledge in memory

5 Master Internalises the knowledge and has a deep understanding

Wiig KM Model – Forms of knowledge

Public knowledgeCoded and accessible

Shared knowledgeCoded and inaccessible

Personal knowledgeUn-coded and inaccessible

Wiig KM Matrix

Form of knowledge

Type of knowledge

Factual Conceptual Expectational Methodological

Public Measurement Stability, Balance

When supply exceeds demand,

price drops

Look for temperature outside the

norm

Shared Forecast analysis

“Market is Hot”

A little water in the mix is

OK

Check for the past failure

personal Theright colour / texture

Company has a good track record

Hunch that the analyst has it wrong

What is the recent trend

Wiig KM Model

Wiig KM model is one of the powerful theoretical KM model which is in existence today.This model helps the practitioners to adopt a refined approach to managing knowledge based on the type of knowledge.

Boisot I-Space KM Model

Max Boisot (1998) proposes 2 key points they areThe more easily data is converted to

information the more easily it is diffusedThe less the data is structured requires a

shared context for its diffusion,the more diffusable it becomes


Boisot's I-Space model is visualised as a 3 dimensional cube with following dimensions Codification - from uncodified to codified Abstraction - from concrete to abstract Diffusion - from undiffused to diffused



Boisot I-Space KM Model'Codification' is creation of content categories.Less the number of categories more the abstract codification scheme.Well-codified abstarct content is easy to understand and use then highly contextual content.Loss of context due to codification results in loss of valuble content.Boisot KM model links the content,information and knowledge management in an effective way.Boisot model is different from other KM models because it maps the organisational knowledge assets to social learning cycle which other KM models do not directly address.Boisot's KM model is not widely used implementation and is less accessible.

Intelligent Complex adaptive systems model of KM (ICAS) Alex and David Bennet 2004

The term complex system means a system that consists of many interrelated elements with nonlinear relationships and feedback loops that make them very difficult to understand and predict.

Complex adaptive systems model of KM (ICAS) Alex and David Bennet 2004

The ICAS, as a complex organization, is composed of a large number of individuals, teams, and socio-technological subsystems that have nonlinear interaction and the capability to make many local decisions while striving for specific end states or goals.

Complex adaptive systems model of KM (ICAS) Alex and David Bennet 2004

These components build many relationships both within the organization and external to the organization’s boundaries that may become highly complex and dynamic. Together, these relationships and their constituents form the organization and its enterprise.

ICAS - Emergent Characteristics

Organizational Intelligence Unity and Shared Purpose Optimum Complexity Selectivity Knowledge Centricity Flow Permeable Boundaries Multidimensionality

ICAS - A New Way of Thinking

Structure

Culture

Collaborative Leadership

Strategy

Processes

Viable System Model - Stafford Beer

A viable system is composed of five interacting subsystems which may be mapped onto aspects of organisational structure. In broad terms Systems 1-3 are concerned with the 'here and now' of the organisation's operations, System 4 is concerned with the 'there and then' - strategical responses to the effects of external, environmental and future demands on the organisation. System 5 is concerned with balancing the 'here and now' and the 'there and then' to give policy directives which maintain the organisation as a viable entity.

Viable System Model - Stafford BeerSystem 1 in a viable system contains several primary activities.

Each System 1 primary activity is itself a viable system due to the recursive nature of systems as described above. These are concerned with performing a function that implements at least part of the key transformation of the organisation.

System 2 represents the information channels and bodies that

allow the primary activities in System 1 to communicate between each other and which allow System 3 to monitor and co-ordinate the activities within System 1.

Viable System Model - Stafford BeerSystem 3 represents the structures and controls that are put into

place to establish the rules, resources, rights and responsibilities of System 1 and to provide an interface with Systems 4/5.

System 4 - The bodies that make up System 4 are responsible for

looking outwards to the environment to monitor how the organisation needs to adapt to remain viable.

System 5 is responsible for policy decisions within the organisation as

a whole to balance demands from different parts of the organisation and steer the organisation as a whole.

Strategic implications of KM models

Brings about conceptual clarityShows the road aheadEnables causal research – cause effect relationshipsFacilitates addressing strategic business goalsEnables a better understanding KM is still nascent to business applications and is

still being explored conceptually, theoretically and practically

Practical implications of KM models

Enables founding of actions on sound theoretical knowledge with empirical evidence

Provides a better description and better perception of what is happening

Knowledge capture and codification: The company KM cycle

Chapter 4

The known – unknown matrix

Knowledge capture

Explicit knowledge capture: is the systematic approach of capturing, organizing and refining information in a way that makes information easy to find, and facilitates learning and problem solving

Tacit knowledge capture : is the process of capturing the experience and expertise of individual in an organisation and making it available to everyone who needs it

Knowledge capture

A process of identifying, isolating, codifying and storing of knowledge.

1. Traditional1. Individuals role in gathering information

and creating new knowledge1. Individual learning capability

2. Organizational learning capability

If written directions alone would suffice, libraries wouldn’t need the rest of the universities attached

- Judith Martin- Washington post

The 4 I model of organizational learningIntuiting Attending, Interpret, integrate, Institutionalize

Knowledge

Knowledge capture Individual and group level

Interviewing experts

Stories

Learning by being told

Learning by observation

Ad hoc sessions

Road maps

Learning histories

Knowledge capture Individual and group level

Action learning

E learning

Learning from others through business guest speakers and bench marking against best practices

Knowledge acquisition phases

Identification

Conceptualization

Codification

Refine

requirements

Refine

concepts

What valuable knowledge would be worth while to

capture

Model the knowledge

Organize and externalize the knowledge

Knowledge capture at organizational level

Knowledge acquisition processes

Grafting – Huber 1991 – Technology transfer

Vicarious learning – Inkpen & beamish 1997 /observation of other

firms

Experiential learning – Argyris and Schon 1978, Starbuck 1994 /

single and double

Inferential learning Mintzberg 1990

Explicit knowledge codification

Explicit knowledge is the core of Organizational / corporate memory

– Repositories, intranet, other documents

Problems associated are Accuracy Readability,/ Understandability Accessibility Currency Authority / credibility

Explicit knowledge codification

Cognitive maps Based on concept map

Decision trees

Knowledge taxonomies

Identifying, defining, comparing and grouping elements

Manual / automated

Knowledge worker

Explicit knowledge

object

Tacit Knowledge

object

Accesses Shares

Codified

Location

Format

Language

Print /

electronic

Originator / creator

References / subject matter expertExperiences

with practicioner

Concept map

Strategic implication of knowledge capture

Knowledge in wrong hands

Critical knowledge assets

Knowledge succession

Knowledge security and access For treatment of all in a professional manner ensure: ( as recommended by

Field (2003) Set up knowledge profile for all critical workers Foster mentoring relationships Encourage communities of practice Ensure that knowledge sharing are rewarded Protect peoples privacy Create bridge to organizational memory for long term retention of the valuable

content

Practical implicational of knowledge capture and codification

For promoting knowledge capture and codificationAcknowledge knowledge contributorsRemember to forget – Single loop to double loop

Don’t spill any knowledge during transferRemember the paradox of knowledge

value – (tacit is more valuable)