Measuring Learning In The Context of Knowledge Management
Jing Luan (convenor)Andreea Serban
Julie SlarkLinda Umbdenstock
Harriett RoblesMay, 2002
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In 45 minutes…Why Knowledge Management (KM)Knowledge Management Concepts, Processes and TaxonomyExamples of KM ApplicationsThe Social Life of Knowledge Management – StrategiesKM as Organizational Capacity Building- Skill SetsQ&A
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Why Knowledge Management
Information overloadTechnology advancementIncreased professional specializationCompetitionJob turnover and need to preserve employees’ knowledgeCapitalize on organizational knowledge
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Key KM ConceptsTacit KnowledgeExplicit KnowledgeData => Information => Knowledge
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KM Content and ProcessesKnowledge Content
Knowledge Management Processes
Create•Discover
•Realize
•Conclude
•Articulate
•Discuss
Capture•Digitize
•Document
•Extract
•Represent
•Store
Organize•Structure
•Catalog
•Abstract
•Analyze
•Categorize
Access•Present
•Display
•Notify
•Profile
•Find
Use•Make
•Improve
•Perform
•Service
•Learn
Collaborate Find Mediate Facilitate Augment Share Align
People ProcessesSource: Gartner Research AS
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KM Taxonomy of ProductsBusiness Intelligence;Knowledge Base;Collaboration;Content and Document Management;Portals;Customer Relationship Management;Data Mining;Workflow;E-Learning;Search.
AS
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three
two
one
three
Illustrated KM Models Tiered Knowledge Management Model (TKMM)
Tacit Knowledge
PortalsCRM
Data WarehousesEnterprise Resource Planning (ERP)
MiddlewareOLAP
DataMining
Collaborative Working Environment (CWE)
Knowledge Base Knowledge Workers
KnowledgeMapping
Tiers:Tiers:
two
one
Explicit Knowledge
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Illustrated KM Models TKMM: Explicit Knowledge Management
TIER ONE
Data EnginesSQL Server, Oracle, Informix, Sybase, UniData, DB2
Enterprise Resource Planning (ERP)PeopleSoft, Datatel, SAP, Oracle, Banner
TIER TWO
Querying: BrioQuery, Business Objects, PowerPlayAccess, FoxproOnline Data Processing:ASP, JSP, iHTML, XML
TIER THREE:
Mining : Clementine, Enterprise Miner, Statistica, Mineset, Darwin, SpotFireClassical statistics SPSS, SAS, BMDP, SysStat
Topography of Tiered Knowledge Management Model (TKMM) for explicit knowledge
Many information research projects fail due to lack of understanding of these three tiers, particularly in data extraction in Tier One.
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From Theoretical Model to Application Model
Explicit Knowledge Tier One Data Holding Medium
Tier Two Information Processing
Tier Three Data Mining
Student enrollment data Learning outcome data Census data
Enrollment trends analysis Student GPA report Socio-economic status
Which student is likely to persist? Which clusters of students will have GPA>3.75? What are associated with any course-taking pattern?
Tacit Knowledge Tier One Knowledge Base
Tier Two Collaborative Working Envt.
Tier Three Knowledge Mapping
Personal experiences Skills Values Relationships
Organization structures Curricula Mission statements/Policies Manuals
Faculty Experts Group Leaders Librarians Analysts/Institutional Researchers
Decisions Insights Knowledge Competencies Accountability
Portals CRM
DecisionsInsightsKnowledgeCompetenciesAccountability
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What Others Have SaidKnowledge is information in Action – O’Dell and Grayson
Sharing knowledge is 90% culture, 5% technology and the rest is magic - Bob Buckman of Buckman Laboratories
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KM Applications - SBCCSanta Barbara City College KM Purposes
Improve Decision Making Improve Access to Information Increase Collaboration Improve Understanding of Information
In Context Timely Organized and Structured
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SBCC Portal OverviewOracle iPortal•Decision Support
•Document Management
•Web Content Management
•Database Administration
Campus Pipeline Portal•Single Sign-on and Authentication
•Course Materials and Information
•Web Instructional Delivery
•Student E-mail
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SBCC Institutional Research Role within the KM Framework
ROLECreate and maintain a portal for internal information that organizes the strategic plans, reports developed for various audiences, and ensures clear data definitions
Create and maintain portal for external information, including benchmark studies, environmental scans, links to relevant research and publications
Market “watch” developed with the Enrollment Management and Marketing committees to document trends and identify potential implications
Repository of data related to accreditation, accountability, PFE, outcomes, institutional assessment, etc
BENEFITSBetter information leads to better decisions!
Improved sharing of internal and external information to minimize redundant efforts and lessen the work involved in external reportingEnhanced ability to develop up-to-date and market-focused strategic plans
Shared knowledge from a variety of constituents to begin to create a “learning organization” responsive to change and innovation
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The Social Life of… Knowledge Management . . . of Institutional Research . . . of Learning Outcomes Assessment
CreateKnowledge
• How Do You Know How to Create Knowledge?
CaptureKnowledge
Organize Knowledge
Access Knowledge
Use Knowledge
• How Do You Facilitate the Utility of Knowledge?
KM Strategies Collaborate Find Mediate Facilitate Augment Share Align Aggregate Compare Select Combine Understand Participate
People Processes
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Knowledge Requires BehaviorsIt is not inert.
Data = Discrete facts Information = Combinations of data that result in
meaning Knowledge = * Combination of information with minds
of knowers * The unit of reference is one’s mind * Requires mental connection(s) – experience, value, context, expertise
Thus, knowledge, and knowledge management, has asocial, experiential, contextual nature.
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Create Knowledge
• How Do You Know How to Create Knowledge?
To work with the minds of knowers, be strategic:
• Understand frame of reference/ practitioners’ experiences, needs
• Understand situational context(s)
• Develop trust
• Develop channels of interaction and communication
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Examples:
• What knowledge would you share with a Board of Trustees in 15 minutes per year?
• What knowledge does a college need to create a plan?
• What new knowledge have you acquired at the end of every work week?
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•Ask the right questions – collaborate when creating knowledge
• Communicate well and frequently
• Position oneself strategically in the organization
Use Knowledge
• How Do You Facilitate the Utility of Knowledge?
Knowledge Management as Organizational Capacity-Building
"Knowledge is information that changes something or somebody -- either by becoming grounds for actions, or by making an individual (or an institution) capable of different or more effective action."
-- Peter F. Drucker in The New Realities
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From Data & Information Systems to Shared Knowledge: Using What We Learn to Strengthen College Capacity
Transmission/Dissemination Discipline framework
Empirical research Linear Validity & reliability
Knowledge management Archiving & accessing
conclusions, how to’s Relating to existing
knowledge
Creation/Ownership/Use Discipline framework Action research: theories in
action Systems mapping Multiple perspectives
Knowledge processing CContext: Culture of applicability CCredibility CCommunities of Practitioners define “good practice” MMeaning & MMotivation Institutional MMemory
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Organizational Strategies for KM
Investing in a diversified portfolio of intellectual & talent capitalCommunicating “cross culturally”Connecting networks of practitionersLeveraging what we know into actionInvoking new mental maps for change
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Skill Sets Needed for RP-ers
Technical SkillsCommunication Skills
Multiple media proficiency (written, oral, multi-media) Multiple audiences (level/type of knowledge, purposes/uses, styles) Complexity to simplicity Application to new problems Analogies, visuals, virtual, simulations
Collaboration Skills Knowledge Ecology—useful to various practitioner groups in context
capable of moving to action dynamic, contextual information sharing Integrative Planning—action oriented, practical, fruitful, connected value-
based, vision-oriented Organizational Development Methodologies & Design Facilitation and Team-building Skills among multiple types of players Naturalistic Inquiry Methodologies, Assessment Processes
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Leadership Skills for RP-ers
Organizational intelligenceGenerative, innovative, knowledge leverageInitiation of multi-perspective dialogueSynthesis, holistic perspectiveTrusted, yet politically astuteCulture changing, transformative, pervasive, long perspective
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Assessment in a KM PerspectiveCContext: setting up for institutional learning with a bias toward action (focus on improvement)CCommunities of Practitioners working across disciplines & groups vs. private enterprise instruction CCredibility: creating a means of dialogue vs. taskingMMotivation: creating a positive reinforcing experienceMMeaning: internalizing the experience over timeMMemory (Institutional): moving forward & reinforcing what works w/new applications and extensions
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KM in the Community College Workplace
Sound familiar? Why on earth did we ever decide to do it this
way? In the 2 hours I spent looking for that one
number, I could have done the original research myself.
When she retires, we are in deep trouble. No one else can do her job.
Never mind learning outcomes. The biggest challenge on this campus is finding out how to replace a projector bulb.
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KM in the Community College Workplace
What we need is a repository for our information and knowledge that is: Accessible Current Searchable Useful User friendly NOT a cure that is worse than the disease.
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KM in the Community College Workplace
West Valley College Skunk Works Research Analyst Assessment Coordinator Dean, Information Technology & Services Staff Development Coordinator Dean, Instruction & Matriculation Indispensable Ed.D. student w/KM
experience in industry
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ContactsJing Luan, Ph.D.Chief Planning and Research Officer, Cabrillo College [email protected] Robles, Ed.D. Dean, Instruction and Matriculation, West Valley [email protected] Serban, Ph.D. Director, Institutional Assessment, Research and Planning, Santa
Barbara City College, [email protected] SlarkAssistant Vice Chancellor, Educational Services, Rancho Santiago
CCD [email protected] Umbdenstock, Ph.D.Administrative Dean of Planning, Long Beach City [email protected]