- 1.Knowledge Management: Managing in the Knowledge Era Galillee
College March 2010
2. Short History
- A graduate ofBezeq College, Jerusalem1970-1975
- Army service - Telecommunication force 1975-1980
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- Ministry of communication 1980-1984
- Role: Knowledge manager atBezeq , The Israel Telecom
Corporation, E&P Division 1999-2004
- Retired from Bezeq Oct. 2004
- BA Political Science, MA Business Administration
3. What I do
- Management Consultant, lecturer and researcher
- Help organisations to initiate, maintain and
implementOrganisational LearningandKnowledge Managementprocesses
aimed to increase effectiveness
- Specialized in Organizational effectiveness and Capacity
building, Knowledge Management and Organizational Learning, Web
2.0, Social Media and Social Networks
4. In regards of KM & OL
- Privileged to be amongst the very first Knowledge Managers in
Israel
- Establish, initiate and lead the Israeli Knowledge Management
Forum2001-2010
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- Today: Leads the KM Body of Knowledge and Methodology team
- Well networked with the International community of Knowledge
Management
5. 6. What we will talk about today
- Knowledge management & Organizational learning
- KM & OL programs in Israel and abroad
- Personal Knowledge Management
- Organizational KnowledgeChallenges for HR leaders
- Knowledge sharing: examples, tips and tricks
7. Knowledge Management
- Wikipedia: Knowledge management (KM)comprises a range of
strategies and practices used in an organisation to identify,
create, represent, distribute, and enable adoption of insights and
experiences. Such insights and experiences comprise knowledge,
either embodied in individuals or embedded in organisational
processes or practice.
- It is Management in the Knowledge Era
8. Dave Snowden, September 2009 The purpose of Knowledge
Management
- to provide support for improved decision making and innovation
throughout the organization.
- This is achieved through the effective management of human
intuition and experience augmented by the provision of information,
processes and technology together with training and mentoring
programmes.
9. Knowledge Dont know Know Knowledge you know that you dont
know (Known gaps) Knowledge you know that you know (Tacit
knowledge) Know Knowledge you dont know that you dont know )
Unknown gaps) Knowledge you dont know that you know (Explicit
knowledge) Dont know 10. Knowledge Management
- Supportive Infrastructures
11. Data, Information, Knowledge
12. Knowledge is for action Not (only) for silos 13. DaveSnowden
,, September 2009The following guiding principles will be
applied
- All projects will be clearly linked to operational and
strategic goals
- As far as possible the approach adopted will be to stimulate
local activity rather than impose central solutions
- Co-ordination and distribution of learning will focus on
allowing adaptation of good practice to the local context
- Management of the KM function will be based on a small
centralized core, with a wider distributed network
14. Dave Snowden Seven principles about Knowledge Mnagamenet
- Knowledge can only be volunteered, it cannot be
conscripted
- We only know what we know when we need to know it
- In the context of real need few people will withhold their
knowledge
- Tolerated failure imprints learning better than success
- The way we know things is not the way we report we know
things
- We always know more than we can say, and we will always say
more than we can write down
15. The business environment, today 16. The Business Environment
Today 17. Leading the market > Knowledge
- No longer anindividualasset
- Dynamic, Diffused, Developed
- Must be integrated and formulated together
- Knowledge: Professionals collaborative deliverable
18. knowledge is profoundly social Larry
Prusak,19.11.2004,Tel-Aviv 19. What managers face today? Leading
clever people 20. Leading Clever People 21. Clever People
- They are organizationally savvy
- They ignore corporate hierarchy
- They expect instant access
- They have a low boredom threshold
22. How we learn in the knowledge era?
- Create learning environment that enable, nurture, respect
learning, knowledge, experts and learners
23. Tom Friedman The World is Flat, 2005 Politicians have to
work at educating people on the new, flat world and what they need
to thrive in it. We need leaders willing to inspire and
explain.Workers will need to become more responsible for managing
their own careers, risks and economic security and government must
help them build the necessary muscles to do that . 24. From tacit
to Explicit
- We alwaysknow , more that we cantell(Michael Poalnyi)
- and we always tell more that we canwrite down(Dave
Snowden)
25. Generic Framework and Guide Linesfor KM Program 26. Generic
KM ProgramGuide Lines & Framework
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- The process, its ingredients, main entities, relations
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- What is it? How it supports the process?
27. Generic KM ProgramGuide Lines & Framework
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- Positive: saturation of knowledge, sources,
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- Negative: Lack of knowledge, outdated knowledge,
non-comprehensive knowledge.
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- Supportive and disruptive forces
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- Vision, Targets & Goals, Objectives, main activities,
barriers and supportive forces
28. Summary
- Knowledge must be nurtured in social interactions between
experts
- Social interactions form knowledge networks
- Knowledge networks can be virtual or face-to-face
29. Thank you and good luck! www.yigalchamish.com
[email_address] 972-50-5316151 30. Recommended reading
- Prusak, L., Where did knowledge management come from?
- Friedman, T., The world is flat
- Linsky, M., Heifetz, R.A., Leadership on the line
- Chamish, Y. Putting Culture First at Bezeq