Knowledge Management Arun VI

Presented by Arun.VI

Arun.VI,DCSMAT Trivandrum 2

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Knowledge is treated more and more as a principle success factor and major driving force behind the successful business

It will be a powerful tool to enhance productivity and reduce cost


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What is Knowledge Management?

Key words : Data, Information And Knowledge.

Data can be illustrated as a fact, which has not been structured.

Information is the relevant, structured and meaningful data.

Knowledge, on the other hand, is acquired through personal experience or the study of factual information.


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Knowledge Management


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What is Knowledge Management?

Knowledge Management can be defined as a

systematic process that,

• Creates

• Captures

• Shares, and

• Analyzes

knowledge in ways

that directly improve

performance.


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Knowledge Management Tools

• Knowledge management tools fit in five areas of competences


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Goal of Knowledge Management

• Ultimately, KM can be interpreted as the ability

to get the right information to the right people at

the right time, and in the right place.

Improve the Creation

And Exploitation Of Knowledge

DisseminationCompetitive Advantage


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Goal of Knowledge Management contd.

Improved performance

Innovation

The sharing of lessons learned

Competitive advantage

Continuous improvement of the organisation

KM focus on organizational

objectives

Management of knowledge as a strategic asset


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Knowledge Management Framework


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Knowledge management (KM)

Comprises a range of 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.


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Knowledge

Management

• To share valuable organisational insights, • To reduce redundant work• To avoid reinventing • To reduce training time for new employees,• To retain intellectual capital as employees turnover in an organisation&• To adapt to changing environments and market

KM efforts can help individuals and groups;


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KM efforts can help individuals and groups;

To share valuable organisational insights, to reduce redundant work To avoid reinventing to reduce training time for new employees, To retain intellectual capital as employees

turnover in an organisation, and To adapt to changing environments and markets

(mcadam & mccreedy 2000) (thompson & Walsham 2004).


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Research

• KM emerged as a scientific discipline in the earlier 1990s.

• It was initially supported by only practitioners, when Scandia hired Leif Edvinsson of Sweden as the world’s first Chief Knowledge Officer (CKO).


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• Core components of KM include People, Processes, Technology (or) Culture, Structure, Technology, depending on the specific perspective

Different KM schools of thoughts include community of practice (Wenger, McDermott & Synder 2001)

social network analysis intellectual capital information theory complexity scienceconstructivism


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Dimensions• Different frameworks for distinguishing between

knowledge exist.

• One proposed framework for categorising the

dimensions of knowledge distinguishes between

tacit knowledge and explicit knowledge.


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Tacit knowledge & Explicit knowledge

• Tacit knowledge represents internalised knowledge that an individual may not be consciously aware of, such as how he or she accomplishes particular tasks.

• Explicit knowledge represents knowledge that the individual holds consciously in mental focus, in a form that can easily be communicated to others..


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Early research suggested that a successful KM effort needs to convert internalised tacit knowledge into explicit knowledge in order to share it,

Tacit knowledge

Explicit knowledge

convertSharing

of knowledge


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• Subsequent research into KM suggested that a distinction between tacit knowledge and explicit knowledge represented an oversimplification and that the notion of explicit knowledge is self-

contradictory. • Specifically, for knowledge to be made explicit, it must

be translated into information

Tacit knowledge Information Explicit

knowledge


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• Later on, Ikujiro Nonaka proposed a model (SECI for Socialization, Externalization, Combination, Internalization) which considers a spiraling knowledge process

• In this model, knowledge follows a cycle

ReinternalisedExplicit

knowledge

ExtractedImplicit knowledge


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Second proposed framework

• A second proposed framework for categorising the dimensions of knowledge distinguishes between embedded knowledge of a system outside of a human individual (e.g., an information system may have knowledge embedded into its design) and embodied knowledge representing a learned capability of a human body’s nervous and endocrine systems (Sensky 2002)


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Third proposed framework

• for categorising the dimensions of knowledge distinguishes between the exploratory creation of "new knowledge" (i.e., innovation) vs. the transfer or exploitation of "established knowledge" within a group, organisation, or community.

• Collaborative environments such as communities of practice or the use of social computing tools can be used for both knowledge creation and transfer

new knowledge( innovation)

Established knowledge

Pillars of Knowledge Management

Technical domains of KM


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Strategies• Knowledge may be accessed at three

stages: • Before• during • after KM-related activities.


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Strategies


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Strategies contd..One strategy to KM involves actively

managing knowledge (push strategy) – In such an instance, individuals strive to explicitly

encode their knowledge into a shared knowledge repository, such as a database, as well as retrieving knowledge they need that other individuals have provided to the repository. This is also commonly known as the Codification approach to KM.


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Strategies contd..• Another strategy to KM involves

– individuals making knowledge requests of experts associated with a particular subject on an ad hoc basis (pull strategy).

– In such an instance, expert individual(s) can provide their insights to the particular person or people needing this (Snowden 2002)

– This is also commonly known as the - Personalization approach to KM.


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Other knowledge management strategies for companies include:

Rewards (as a means of motivating for knowledge sharing) Storytelling (as a means of transferring tacit knowledge) Cross-project learning After action reviews Knowledge mapping (a map of knowledge repositories

within a company accessible by all) Communities of practice Expert directories (to enable knowledge seeker to reach to the

experts) Best practice transfer Competence management (systematic evaluation and

planning of competences of individual organization members)


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Other knowledge management strategies for companies include:

Proximity & architecture (the physical situation of employees can be either conducive or obstructive to knowledge sharing)

Master-apprentice relationship Collaborative technologies (groupware, etc) Knowledge repositories (databases, bookmarking engines,

etc)

Measuring and reporting intellectual capital (a way of making explicit knowledge for companies)

Knowledge brokers (some organizational members take on responsibility for a specific "field" and act as first reference on whom to talk about a specific subject)

Social software


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Benefits

Making available increased knowledge content in the development and provision of products and services

Achieving shorter new product development cycles Facilitating and managing innovation and

organizational learning Leveraging the expertise of people across the

organization Increasing network connectivity between internal and

external individuals


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Benefits contd.. Managing business environments and allowing

employees to obtain relevant insights and ideas appropriate to their work

Solving intractable or wicked problems Managing intellectual capital and intellectual assets

in the workforce (such as the expertise and know-how possessed by key individuals)


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Referances• http://www.adb.org/Evaluation/Linking-to-Results/OED-Learning-

Cycle.asp• http://www.ugc.edu.hk/tlqpr01/site/abstracts/098_hui.htm • www.wikepedia.com• http://apintalisayon.files.wordpress.com/2008/11/tacit-to-explicit-v

2.jpg• http://apintalisayon.wordpress.com/2008/11/28/d4-converting-tacit

-to-explicit-knowledge-and-vice-versa/

http://www.adb.org/Evaluation/Linking-to-Results/OED-Learning-Cycle.asp

http://www.adb.org/Evaluation/Linking-to-Results/OED-Learning-Cycle.asp

http://www.ugc.edu.hk/tlqpr01/site/abstracts/098_hui.htm

http://www.wikepedia.com/

http://apintalisayon.files.wordpress.com/2008/11/tacit-to-explicit-v2.jpg

http://apintalisayon.files.wordpress.com/2008/11/tacit-to-explicit-v2.jpg

http://apintalisayon.wordpress.com/2008/11/28/d4-converting-tacit-to-explicit-knowledge-and-vice-versa/

http://apintalisayon.wordpress.com/2008/11/28/d4-converting-tacit-to-explicit-knowledge-and-vice-versa/

Thank You

Education

Knowledge Management Arun VI