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presentsCAPTURING TACIT KNOWLEDGE
INTO KNOWLEDGE MANAGEMENT SYSTEMS
By: Sajad Nosrati
We know much more than we can tell
…BY ALBERT EINSTEIN
… BY POLANYI
tacit knowledge resides in the minds of individuals.
Information is not knowledge…..
The only source of knowledge is experience….
inspiration
insights
intuitions
BASICS
Tacit Knowledge Forms
1
WHY TACIT
KNOWLEDGE IS
CRUCIAL
Mere information of law is no longer an
USP…..Clients pay for ‘solutions’ not ‘information’
Information imperfections do not exist in the practice
of law
Real-time transactions require firms to offer real-time solutions
Practice of law requires firms to adapt and
replicate knowledge into readily usable form
2
employees filling out endless questionnaires
conducting interviews with knowledge engineersconducting brainstorming sessions
facilitating JAD (Joint application design) and JAR (Joint Application Requirements) sessions
Currently, getting access to tacit knowledge has relied solely on:
3
An environment that people can organize their learning around the social communities in which they
belong. The knowledge of the community is integrated in the life of communities that share values, beliefs, languages,
and ways of doing things.
Knowledge repositories are: collections of factual, procedural knowledge that include manuals,
best practices, discussion threads, corporate directories,
and SME directories
Capturing tacit knowledge has led to the following:
Creation of knowledge repositories
Communities of practice
Enterprise knowledge portals
The enterprise knowledge portal is a single infrastructure
solution that supports the distributed KM objectives of
the organization
4
Tacit Knowledge Capture
is a process by which the expert’s thoughts and experiences are captured.
Tacit knowledge capture
involves the transfer of problem-solving expertise from some knowledge source to a repository or a program.
Tacit knowledge capture
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Tacit Knowledge Capture
tacit knowledge is difficult to track and capture
Tacit knowledge capture has been largely ignored in traditional KM systems
Tacit knowledge can only be captured when it is found
Expertise management becomes a central tenet of
tacit knowledge
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Collaboration means working together to fulfill a shared, collective, bounded goal• The Gantt Chart• The Kanban Chart • The To-Do List• The All-Encompassing
Collaboration Suite• The Social Network
Tacit Knowledge Capture
To begin to capture tacit knowledge you can channel informal discussions into a collaborative
workspace (i.e., collaboration tools)
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Tacit Knowledge Capture
Every time
there is a
problem, the
expert is
consulted
Expert has a knack for explaining
thingsExpert maintai
ns credibili
ty
Expert shares
expertise willingly
Expert uses
chunked knowledge
Who isEXPER
T?!
8
Tacit Knowledge Capture
Advantages:- Ideal when building a simple KM system- Better facilitation- more confidentialityDrawbacks:- The expert’s knowledge is not easy to capture- Expert knowledge is sometimes dispersed- are more likely to change scheduled meetings
Which one? A Single Expert or Multiple
Experts!a Single Expert:
Pros and Cons
Multiple Experts:
Pros and ConsAdvantages:
- Complex problem domains benefit- consider alternative ways- Formal meetingsDrawbacks:-Scheduling difficulties- Disagreements-Requires more than one knowledge developer9
Tacit Knowledge Capture
Tacit Knowledge as a Source of Competitive Advantage
insights, intuitions, and flashes of inspiration
• innovation process
creativity
• It is often called organizational culture
Because tacit knowledge is much harder to detail, copy, and distribute, it can be a sustainable source of competitive advantage
10
Tacit Knowledge Capture
PROCESS OF CAPTURING TACIT KNOWLEDGE
- Organizational culturePromoting knowledge-sharing tradition
- Discipline creating individual discipline and corporate discipline.
- Using technologyCapturing and recording knowledge on Information Systems, including document management, web-sites/ intranet.
11
Tacit Knowledge Capture
PROCESS OF CAPTURING TACIT KNOWLEDGE
- Partner TrainingSenior Partners to contribute training in a drop-in fashion and share real-life experiences
- Insulating against attritionOrganize deal de-briefs, discussions on transactional dynamics- Meetings and conferencesOrganizing deal debriefings, informal discussions to discussion transactional dynamics
12
Tacit Knowledge Capture
Managing Tacit Knowledge
Concept Extractio
n
Automatic Categorization
Brain storming
13
Tacit Knowledge Capture14
- Polanyi, M. (1958), Personal Knowledge: Toward a Post-critical Philosophy, University of Chicago Press, Chicago, IL.-Polanyi, M. (1966), The Tacit Dimension, Doubleday, Garden City, NY.- Reber, A.S. (1993), Implicit Learning and Tacit Knowledge: An Essay on the Cognitive Unconscious, Oxford University Press, New York, NY. - Smith, E.A. (2001), “The role of tacit and explicit knowledge in the workplace”, Journal of Knowledge Management, Vol. 5 No. 4, pp. 311-21.
Thank You