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People gain knowledge if they learn from experience. Learning is thus a vital component of knowledge management and its ultimate end. Collective learning comes from participating in the social processes of collaboration, sharing knowledge, and building on one another’s ideas. This Knowledge Primer lays emphasis on core knowledge activities; recommends a knowledge management architecture; distinguishes single-, double-, and triple-loop learning; particularizes motivations behind knowledge management efforts; and flags cultural roadblocks to knowledge management success.
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Organization, People, Knowledge, and Technology for Learning
OLIVIER SERRAT Principal Knowledge Sharing and Services Specialist
Knowledge Sharing and Services CenterRegional and Sustainable Development DepartmentAsian Development Bank
1Organization, People, Knowledge, and Technology for Learning
DATA, INFORMATION,
AND KNOWLEDGE
KNOWLEDGE ASSETS
Data are discrete and objective facts, measurements, or observations that can be analyzed to generate information.
Information is data that have been categorized, analyzed, summarized, and placed in context in a form that has structure and meaning.
Knowledge is a combination of data and information, to which is added expert opinion, skills, and experience, resulting in a valuable asset that aids decision making.
Knowledge is what you learn from experience—before, during, and after the event.
TACIT KNOWLEDGE IS• Know-howfromdeeplypersonalexperience,aptitudes,skills,
perceptions, insights, and intuition.• Difficulttocommunicateinformsotherthanpersonalcontact
and regular interaction.
EXPLICIT KNOWLEDGE IS• Know-whatthathasbeenorcanbedescribed,articulated,
codified,andstored.• Readilysharedinformallanguage,print,orelectronicmedia.
=Media-based 20%
80%
Paper-based,multimedia,digitallyindexed, digitally active, etc.
= In people’s heads
EXPLICIT KNOWLEDGE
TACIT KNOWLEDGE
2Organization, People, Knowledge, and Technology for Learning
CORE KNOWLEDGE ACTIVITIES
CORE KNOWLEDGE ACTIVITIES are what activities are widely used by an organization to manage knowledge.
REQUIREMENTS1. Activities should be aligned or integrated into business processes.2. Activities should be balancedaccordingtothespecificitiesofeach
organization.
A knowledge management solution should not focus only on one or two activities in isolation. CREATE
KNOWLEDGE
IDENTIFY KNOWLEDGE
STORE KNOWLEDGE
USE KNOWLEDGE
SHARE KNOWLEDGE
CreateIdentify Store Share Use
Inventorize people and
system-basedknowledge
assets.
Gather knowledge assets from people or
systems that hold it.
Organize knowledge assets into
codifiableandnoncodifiable
categories.
Pass knowledge assets between
people or systems.
Use the knowledge assets for benefit.
3Organization, People, Knowledge, and Technology for Learning
KNOWLEDGE MANAGEMENT
KNOWLEDGE MANAGEMENT IS• Theformal and directed process of enabling vital individual
andcollectiveknowledgeresourcestobeidentified,created,stored, shared, and used more easily to improve organizational performance.
• Thefusion of information management and organizational learning.
• Knowledgeagents comprise individuals, groups,theintra-organizational domain,andtheinter-organizational domain.
• Knowledge management often involves a spiral process across knowledge agents.
KNOWLEDGE AGENTS
Knowledge Assets Individual Group
Intra-Organizational
Domain
Inter-Organizational
Domain
Tacit Knowledge
Cross-culturalnegotiation
skills
Teamcoordination in complex work
Corporate Culture
Customer expectations and attitudes toward
products and services
Explicit Knowledge
Knowledgecalculus
Quality circlesOrganization
charts
Patents and documented
practices
4Organization, People, Knowledge, and Technology for Learning
KNOWLEDGE MANAGEMENT ARCHITECTURE
• Anarchitecture must be built to initiate and implement organization-wideknowledgemanagementinitiatives.
• Four pillars are critical to success: (i) leadership, (ii) organization, (iii) technology, and (iv) learning.
• Leadership develops the strategies necessary to position for success in an environment.
• Respectforknowledgemustpervadeanorganization: introducing knowledge management requires organizational change, and knowledge management inevitably acts as a catalyst to transform an organization’s culture.
• Technology is essential to achieving knowledge management strategies; however, any technical solution must add value to the process and achieve measurable improvements.
• Organizationallearning is the ability of an organization to gain insight and understanding from experience through experimentation, observation, analysis, and a willingness to learn from failure, not just success.
Society
Technology
Leadership
Management Science
Leadership
Organization
Organizational Development
Organization
Technology
Computer Science
Technology
Learning
Cognitive Psychology
Learning
Strategic Framework
Multiple Disciplines, including
Environment
PolityEconomy
5Organization, People, Knowledge, and Technology for Learning
Pillar Function Typical Activity
LeadershipCross-cultural
negotiation skills
• Identifyknowledgecriticaltolearning.• Conductwork-centeredanalysis.• Planhigh-levelstrategicapproach.• Establishgoalandprioritizeobjectives.• Definerequirementsanddevelopmeasurement
program.• Promotevaluesandnorms.• Implementstrategy.
Organization
Organize to support values for knowledge management.
• Identifycriticalknowledgegaps,opportunities, and risks.
• Developbusinessprocessmodel.• Engagekeyaudienceswithincentives.
TechnologyCollect and
connect knowledge.
• Enhancesystemintegrationandaccess.• Deployintelligentagentsforpeople.• Exploitsemantictechnologies.• Reuseexistingcapabilitiesinnewways.• Monitor,measure,andreportknowledge
performance metrics.
Learning
Cultivate and utilize virtual teams and
exchange forums for knowledge management.
• Enlivencollaboration.• Facilitatecommunitiesofpractice.• Encouragestorytelling.• Recognizeandrewardknowledgesharing.
KNOWLEDGE MANAGEMENT ARCHITECTURE
6Organization, People, Knowledge, and Technology for Learning
BALANCED KNOWLEDGE
MANAGEMENT
Thearchitectureofknowledgemanagementmustbestrenghtenedinsupportoforganization-wideinitiatives.Itsfourpillarsrequirebalanced interconnectivity.
Leadership
Organization Technology
Learning
7Organization, People, Knowledge, and Technology for Learning
THE WHAT, WHY, AND HOW
OF LEARNING
LEARNING FROM EXPERIENCE
Learning is the acquisition of knowledge or skills through study, experience, or instruction.
Learning is an integral part of knowledge management. Its ultimate end is to raise performance.
In the corporate world, learning is driven by organization, people, knowledge, and technology working in harmony.
8Organization, People, Knowledge, and Technology for Learning
LEARNING LOOPS In single-loop learning, people spend the bulk of their time detecting and correcting deviations from the rules and procedures.
In double-loop learning, people continuously challenge assumptions (statusquo),categorizesecond-orderproblemsfrompatterns,andrethinkunderlyingstrategybasedoninsights.Theyareabletoreflecton whether the rules might need to be altered.
In triple-loop learning, the highest order of organizational learning, people question the raison d’être of organizations; reconsider its principles and policies; and arrive at renewed statements of identity, values, culture, and worldview (learning about learning) that may even impact their external environment. Capacity to think creatively and act innovatively is multiplied. People deliberate at length on the meaning of rules, not just whether the rules should be changed.
ResultsContext Assumptions Actions
Triple-Loop Learning
(How do we decide what is right?)
Double-Loop Learning
(Are we doing the right things?)
Single-Loop Learning
(Are we doing things right?)
9Organization, People, Knowledge, and Technology for Learning
LEARNING LOOPS
Single Loop Double Loop Triple Loop
Adaptive Learning Generative Learning Radical Learning
• Applyexistingrules/procedures
• Coping• Dealwithsymptoms
of problems
• Examineunderlyingcauses• Questionassumptions
andrules/procedures
• Examinecorevalues and identity
• Rethinkfundamentalpurpose and principles
• Efficiencies• Improvedapplication
ofrules/procedures
• Newknowledgeandinsights
• Revisedrules,systems, and strategies
• Renewedstatement of core values and purpose
• Renewedidentity
Quadruple-loop learning is rarely associated with organizational learning:reflectiveandcomparative,itanalyzessystemicoptionsandevaluates the foundational claims of each.
Quadruple-loop learning investigates the deep assumptions of paradigms and the principles they are built on, ethics, horizons, and approachestoknowledgecreation.Thepayoffsarebreakthroughsbyperpetualpracticeinhumane,built-for-changeorganizations.
10Organization, People, Knowledge, and Technology for Learning
MODEL OF LEARNING
PROGRESSION
Data
Reductionist
Know What
Information
Know How
Knowledge
Know Why
Wisdom?
Systemic
11Organization, People, Knowledge, and Technology for Learning
MOTIVATIONS BEHIND
KNOWLEDGE MANAGEMENT
EFFORTS
Typicalconsiderationsinclude:• Makingavailable increased knowledge content in the
development and provision of products and services.• Achievingshorter product development cycles.• Facilitatingandmanaginginnovation and organizational learning.• Leveragingtheexpertise of people across the organization.• Increasingnetwork connectivity between internal and external
individuals.• Managingbusinessenvironments and allowing staff to obtain
relevant insights and ideas appropriate to their work.• Solvingintractableorwicked problems.• Managingintellectual capital and intellectual assets in the
workforce.
Toclarifyvision,purpose, values, and
organizational behavior
Toproduceawiderange of solutions to organizational issues
Toreducethelikelihoodof repeated mistakes
Tounderstandrisksanddiversity more deeply
Toexpandthehorizonsof who we are and what
we can become
Forawarenessofthecriticalnature of interdependence
Toreconcilethepressuresoflong-termeffectivenessandshort-termefficiency
Toincreaseabilityto manage change
Foranenergizedcommitted workforce
Forsuperiororganizationalperformance and
competitive advantage
Forclientrelations
Forinnovation Forindependenceand liberty
Toengageincommunity
Toavoiddecline
Tobalancethedemandsof stakeholders
12Organization, People, Knowledge, and Technology for Learning
CULTURAL ROADBLOCKS
TO KNOWLEDGE MANAGEMENT
SUCCESS
WHERE ARE YOU IN THE JOURNEY?
PsychologicalFactors
KnowledgeSharing
SocialFactors
•Reciprocity•Repute•Altruism
•Organizationalculture
•Socialnetworks
Culture has been characterized as the glue that holds organizations together.
Culture is critical to• Settingandexecutingstrategy.• Determiningthesuccessorfailureofoperations.• Establishingemployeesatisfaction,jobcommitment,andturnover.• Managingknowledge,forexamplethroughknowledgesharing.
Have you started
discussions on knowledge management?
Have you developed a knowledge
management strategy?
Do you have knowledge
management pilots
underway?
Have you been deploying knowledge
management solutions?
13Organization, People, Knowledge, and Technology for Learning
EARLY SIGNPOSTS TO KNOWLEDGE
MANAGEMENT
• Knowledge products and services are strategic and must be accounted for and valued accordingly.
• Knowledgemanagementrequiresintegration and balancing of leadership, organization, technology, and learning in an organization-widesetting.
• Knowledgemanagementmustbothmeet the requirements of and conditions for success and the desired benefits and expectations of the organization.
• Organizational culture affects knowledge management, especially at lower levels of corporate hierarchies.
• Streamlined organization with strong organizational culture have a higher chance of success in knowledge.
• Anatmosphere of trust is a precondition to knowledge sharing.• Proposals for knowledge management should include both
soft and hard measures if managers are to support knowledge management initiatives.
• Thesuccess factors for knowledge management are dominated by management concerns for people, process, and outcome orientation.Theyareinterspersedthroughouttheknowledgemanagement architecture of leadership, organization, technology, and learning.
14Organization, People, Knowledge, and Technology for Learning
KNOWLEDGE MANAGEMENT AND
LEARNING IN ADB
Knowledge Management in ADBmovesADBtoimproveitsorganizational culture, management systems, business processes and information technology solutions, communities of practice, and learning and development mechanisms.
Enhancing Knowledge Management under Strategy 2020: Plan of Action, 2009–2011 delivered knowledge solutions and knowledge services from four strategic thrusts:• SharpeningtheknowledgefocusinADB’soperations.• Empoweringcommunitiesofpractice.• Strengtheningexternalknowledgepartnerships.• Furtherenhancingstafflearningandskillsdevelopment.
15Organization, People, Knowledge, and Technology for Learning
RESULTS-DRIVEN MANAGEMENT
MODEL
16Organization, People, Knowledge, and Technology for Learning
THE PROMISE OF KNOWLEDGE
MANAGEMENT
PERFORMANCETODAY
PERFORMANCETOMORROW
TECHNOLOGY
KNOWLEDGEPEOPLE
ORGANIZATION
17Organization, People, Knowledge, and Technology for Learning
FURTHER READING • ADB. 2008. Building Communities of Practice. Manila. Available: www.adb.org/publications/building-communities-practice
• ADB. 2008. Notions of Knowledge Management. Manila. Available:www.adb.org/publications/notions-knowledge-management
• ADB. 2008. Picking Investments in Knowledge Management. Manila.Available:www.adb.org/publications/picking-investments
• ADB. 2009. Glossary of Knowledge Management. Manila. Available:www.adb.org/publications/glossary-of-knowledge-management
• ADB. 2009. The Roots of an Emerging Discipline. Manila. Available:www.adb.org/publications/roots-emerging-discipline
• ADB. 2009. Building a Learning Organization. Manila. Available: www.adb.org/publications/building-a-learning-organization
• ADB. 2009. Enhancing Knowledge Management Strategies. Manila.Available:www.adb.org/publications/enhancing-knowledge-management-strategies
• ADB. 2009. A Primer on Organizational Culture. Manila. Available: www.adb.org/publications/primer-organizational-culture
• ADB. 2009. A Primer on Organizational Learning. Manila. Available:www.adb.org/publications/primer-on-organizational-learning
• ADB. 2010. Seeding Knowledge Solutions Before, During, and After.Manila.Available:www.adb.org/publications/seeding-knowledge-solutions-during-and-after
• ADB. 2012. Knowledge as Culture. Manila. Available: www.adb.org/publications/knowledge-culture
ADB’svisionisanAsiaandPacificregionfreeofpoverty. Its mission is to help its developing member countries reduce poverty andimprovethequalityoflifeoftheirpeople.Despitetheregion’smanysuccesses,itremainshometotwo-thirdsoftheworld’spoor:1.8 billion people who live on less than $2 a day, with 903 million strugglingonlessthan$1.25aday.ADBiscommittedtoreducingpoverty through inclusive economic growth, environmentally sustainable growth, and regional integration.
BasedinManila,ADBisownedby67members,including48 from the region. Its main instruments for helping its developing member countries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.
Formoreinformation,contact Knowledge Sharing and Services Center AsianDevelopmentBank 6ADBAvenue,MandaluyongCity 1550 Metro Manila, Philippines Tel +6326326710 Fax +6326325264 [email protected] www.adb.org/knowledge-management/
ABOUT THE ASIAN DEVELOPMENT BANK
July 2012© 2012 by Asian Development Bank. All rights reserved.
KnowledgePrimersserveasquickintroductionstoknowledgemanagement and learning applications in development work.
In an attractive package, they are suitable for interactive presentations andself-learningforaction.Theyareofferedasresources
toADBstaff.Theymayalsoappealtothedevelopmentcommunityand people having interest in knowledge and learning.