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The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises ...

The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references.
The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students.
Contents:
KM 1 – Knowledge and KM
KM 2 – KM Processes 1
KM 3 – Soc.-t. KM Systems 1 / Processes 2
KM 4 – Socio-technical KM-Systems 2
KM 5 – Plan & Control Knowledge & KM
KM 6 – KM and Idea / Innovation Mngt.

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Km masterclass part1 knowledge&km ha20140530sls Km masterclass part1 knowledge&km ha20140530sls Presentation Transcript

  • KM 1 – Knowledge and KM Introduction: Knowledge and KM Why is KM increasingly important? Knowledge: practical insights, descriptions and models Masterclass KM – SlideShare contribution, June 2014 http://de.slideshare.net/HoferAlfeisJ/presentations Dr.-Ing. Josef Hofer-Alfeis Consulting on Knowledge & Innovation Management josef.hofer-alfeis@amontis.com Design: Ron Hofer
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2 KM Masterclass – Preface The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references. The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students, e.g.:  Zeppelin University, Friedrichshafen  University of the German Army, Munich  University of Applied Science, Munich  University of Applied Sciences for Economics and Management, Munich  Donau University Krems, Austria  University Augsburg Contents:  KM 1 – Knowledge and KM  KM 2 – KM Processes 1  KM 3 – Soc.-t. KM Systems 1 / Processes 2  KM 4 – Socio-technical KM-Systems 2  KM 5 – Plan & Control Knowledge & KM  KM 6 – KM and Idea / Innovation Mngt. Any questions, remarks and ideas for modification or improvement are appreciated – please contact me, see slide „contact“ at the end of the presentations. Munich, May 2014, Josef Hofer-Alfeis
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 3  Consultancy clients, e.g. kubus IT, Continental, ThyssenKrupp, MunichRe, USEEDS, Roche, o2, Siemens, RHI, Erste Bank  Moderator of the WIMIP Community – 170 KM practitioners in industry / service organizations  Lecturer on KM at University Augsburg and University Tehran (MAKE award program)  Program board member for the Journal of KM and the annual BITKOM KnowTech conference  Leading author of the BITKOM guideline for KM processes Author‘s introduction – since 1990 consultant, researcher and lecturer in KM and Innovation Management View slide
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 4 245 2014: >260 MM members de.linkedin.com/in/jhaconsult/ 22 View slide
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 5 photo is important visitors in total since 2004: >16k
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 6 activity stream KM … social networking …? Using social networks? for business? Germany 2013: 30% of all companies with >10 employees
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 7 Introduction: Knowledge, KM – and why? Focus: Knowledge - practical insights, descriptions and models Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 8 Knowledge is the capability for effective action Peter Senge, President, Society for Organizational Learning The basic definitions in KM are still an ongoing discussion – some forum discussions to this topic:  One Sentence Definition of Knowledge (30 comments, May 2012) http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&discussionID=100991985&gid=154868&commentID=73362991&trk=view_disc&ut=2snoMIInCpPl81  Knowledge vs. Information (43 comments, Aug. 2012) http://www.linkedin.com/groupItem?view=&srchtype=discussedNews&gid=89493&item=99140520&type=member&trk=eml-anet_dig-b_pd-ttl-cn&ut=3Qi0paofuyPl81 u“Knowledge“ in KM: a short definition for the practice important groundwork slide
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 9  We only know what we know when we need to know it. example: engineer’s approach  We always know more than we can say, and we always say more than we can write down. example: consultant’s expertise … consulting discussion … documented consulting results  Everything is fragmented. example: the Wikipedia experience  intelligence to find work-arounds uSome elementary characteristics of “knowledge” source, e.g. http://www.gurteen.com/gurteen/gurteen.nsf/id/newsletter104?open#L004191
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 10  As we know, there are known knowns. These are things we know we know  We also know that there are known unknowns. That is to say, we know there are some things we do not know.  But there are also unknown unknowns, ones we do not know we do not know.  And finally there are things, we do not know (at the moment), that we know them  tacit knowledge uKnowledge or Not-Knowledge source partly:The KNOW Network Alert, No. 186 - January 15, 2008 situative / appearing when needed tacit known knowns the unknown known unknowns nknowledge n knowledge existent not existent (momentarily) awarenotaware today we only know about 1% of the animate beings on our earth, e.g. in 2011 >20k new biologic species have been discovered, examples  in fact not to be named / described ?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 11 Enterprise u„Knowledge“: raw material, resource and product for the business – a comprehensive view Knowledge – the capability for effective action • individual competencies • organizational capabilities • codifiied knowledge / information Ideas / Inno- vation opportunities Patents ... (Intellectual Property) Standards, Regulations ... Customers, suppliers, partner, ... the world Relationships ... Knowledge
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 12 K. Area Service XX provision K. Area Product Lifecycle Mngt K. Area Customer Relationship Mgt in business-critical knowledge areas uKnowledge areas – knowledge holders – knowledge quality ... person organization information circulating in specific knowledge holders Total knowledge Knowledge Quality: • k. depth / proficiency? • distribution / networking? • codification? K. Area Quality Mngt, Risk Mngt, … K
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 13 uKM strategies ... person organization information circulating in specific knowledge holders Total knowledge K. Area Service XX provision K. Area Product Lifecycle Mngt K. Area Customer Relationship Mgt in business-critical knowledge areas K. Area Quality mgt., Risk Mgt., … K KM-Strategy: • Personalization? • Codification? • Networking & Collaboration? • blended approach Knowledge Strategy? see KM 5
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 14 uKM actions and KM key players K Area Service XX bereitstellen K Area PLM K Area CRM K Areas Quality mgt., Risk Mgt., … ... person organization information Knowledge Worker KM Support Org. strategic control, culture, resources, mngt. energy Management KM key player subject matter actions in specific knowledge area general KM measures for any knowledge area K key players‘ needs and intentions?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 15 uKM is always an inter-disciplinary approach – KM partner disciplines (examples) Knowledge the capability for effective action • individual competencies • organizational capabilities • codifiied knowledge / information Enterprise Customers, suppliers, partner, ... the world relationships ... knowledge Ideas / Inno- vation opportunities Patents ... (Intellectual Property) Standards, Regulations ... KM partner: Personnel Development / Talent Management, „Learning/Training“ … KM partner: Organizational Development, Process Mngt., Quality Mngt., Community Mngt. … Social Networking Organization KM partner: Information Mngt., Communication, QM …, Information Services, … additional KM partners
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 16 various partner disciplines of KM are already active to support, e.g. learning and training, inter-connection by collaboration, information formalizing and distribution, but they are driving a kind of one-dimensional KM The value added by the meta-discipline KM:  provide models and processes for “orchestrated” solutions across all three types of knowledge carriers: individual, organization and information  evaluate, involve and integrate contributions of the various KM partner disciplines, i.e. combine their solutions to more powerful multi-dimensional approaches Examples:  Transferring business-critical knowledge to another site of a company  Maturing company-specific knowledge for performance and innovation KM is a Meta-Discipline – why is it useful?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 17 Joint KM projects with Personnel Development / Talent Management  Expert Career System based on a Knowledge Strategy   Expert Career System enriched by communities of practice   Demography-orientiented KM Joint KM projects with Innovation Management:  Network building for innovation managers and drivers (community of practice)   Specific KM support for innovation managers  Collaboration areas for KM and Quality / Process Management:  Avoiding / learning from failure … Lesson-Learned- / Best-Practice-Sharing …  Reuse of product / service knowledge, e.g. via helpdesk „knowledge data bases“  Process modelling / improving … Lesson-Learned- / Best-Practice-Sharing … Areas of inter-disciplinary collaboration – examples
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 18  KM comprises all management activities, which are concerned with knowledge systematically, goal-oriented and in most cases independent of the knowledge area, i.e. its content. Its objective is to drive for the effective, proficient, networking and learning organization. my own definiton, for more see D-A-CH-WM-Glossar (in German) http://wm-wiki.wikispaces.com/file/view/D-A-CH_Wissensmanagement_Glossar_v1-1.pdf 2014-05  “Managing as if Knowledge were Important” Nick Milton, Knoco Ltd. http://www.nickmilton.com/2014/03/managing-as-if-knowledge-is-important.html 2014-05 uKM definition – an approach old corny joke: you are KMer – you should know that …
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 19 KM definition: still in many discussions – example http://www.linkedin.com/newsArticle?viewDiscussion=&articleID=136969185&gid=154868&trk=EML_an et_nws_c_ttle-0Rt79xs2RVr6JBpnsJt7dBpSBA Oct 2011 >130 „definitions“
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 20 “The most important, and indeed truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the manual worker in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of knowledge work and the knowledge worker” KM – why is it important now? Management guru Peter F. Drucker, 1909-2005 stated … image source: http://projektmanagement.wordpress .com/category/projektmanagement/p age/49/
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 21  Work: knowledge is the major resource in high-income countries … knowledge-intensive work grows versus manual “mechanical“ work  People: education and self-responsibility  Organization: self-organization, networking and collaboration … learning  Infrastruktur: digitalization and information networking  Economy: global, open, internet-based …  Additional trends: Outsourcing … automatization … mobility … complexity … KM – why is it important now? an interplay of many factors …
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 22 Knowledge is the major resource in high-income countries source: http://www.bloomberg.com/slideshow/2014-01-21/best-countries-for-business-2014.html#slide16 22.01.2014 behind Hongkong, Kanada, USA, Singapur/Australien
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 23  guilds … chambers of crafts  schools, universities, …  regulations, laws, …  publicly / government sponsored collaboration between companies …  social networks, self help groups, consumer protection, …  public knowledge repositories, e.g. Wikipedia, LEO, … wer-weiß-was (who-knows it), …  public cultural and scientific organizations/events  media …  religion, popular wisdom, tales, …  … also important: the quality of “public KM” in a society - examples Lessons Learned process?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 24 Regional distribution of professional KM indicator: 2014 Knoco Global Survey of KM 369 contributions www.knoco.com 125 18
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 25 No time for KM? source: km4dev
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 26 Introduction: Knowledge, KM – and why? Focus: Knowledge - practical insights, descriptions and models • overview and 3D space of knowledge quality • codified knowledge – defined, described, structured: examples • distributed and/or networked knowledge: examples • flat vs. deep knowledge – level of expertise / proficiency: examples • tangibility – explicit vs. implicit or even tacit knowledge: examples Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 27 Design: Ron Hofer uKnowledge has different holders and specifities knowledge holder – knowledge specifity  person – education, experiences, abilities, …  organization – distributed and/or networked capabilities in groups  collective: everybody knows it  complementarily connected: the group knows it only together (everybody has only a part of a „puzzle“)  information – codified (defined, described, structured) knowledge = described capability information = knowledge?? not disjunctive, but overlapping sets
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 28 e.g. knowledge about a process, product, market, … Example: knowledge holders and knowledge networking in a business knowledge area expert documents files joint documents joint files group (community, team, org. unit, …) IT- systems
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 29 uKnowledge specifities: dimensions and characteristics useful in KM  content / knowledge area / activity space / topic / theme / … „what are we talking about?“  quality (e.g. in a specific knowledge area)  level of expertise  level of distributedness and/or connectedness/networking  level of codification  tangibility / visibility  explicit / externalized  implicit (not yet externalized)  aware  (momentarily) not aware = tacit additional specifities:  value  truth / validity  …  combinations like knowledge breadth, e.g. number of knowledge areas with certain level of expertise, …
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 30 Example for knowledge area „find the way from A to D“ typically any relevant knowledge area is represented in all three specifities professional guide tourist, being the 2nd time there various proficiency levels proficiency of somebody, who has done it before A  B B  C C  D partial knowledge diffused and inter- connected across various persons navigation system codified knowledge in various maps and guidebooks travel reports distribution / networking codification codification depth / proficiency Additional Dimension: Knowledge Content, e.g. geographical, economical, metrological, … explicit / implicit / tacit?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 31 uBasic concepts: 3D knowledge quality space and basic KM processes improve/adapt knowledge quality codification expertise/proficiency world-class expert beginner skilled & trained profess’l expert individual collective/ complementary Sources: Max Boisot, CIBIT, Siemens, JHA Improve: describe, structure, define Improve: deepen & detail abstract & enrich
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 32 unsystematical KM is nothing new in business and private life:  intuitively – personally – semi-professional  biased by one knowledge holder  separately driven by various KM key players* and/or support functions  too much fokused on specific KM instruments or solutions professional approach:  systematic: KM theory, concepts, processes supported by practical experiences  balanced: all three knowledge holders and their interplaying are incorporated, i.e. balancing the three knowledge quality dimensions for the best joint solution  orchestrated: coordinated proceeding of KM with all involved partner disciplines  taylored: oriented on needs and possibillities of the organization (s. KM 5 Knowledge Strategy, KM-State-and-Needs-Analysis) uWhy KM as a discipline for ist own? Characteristics for a professional KM approach? often heard objection: „KM is nothing new!?“ * person, organization, information
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 33 Managing all knowledge holders – example HELIOS Kliniken GmbH „KM in health care – knowledge sharing drives to success“ source: Helios Kliniken internet homepage 2009
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 34 Introduction: Knowledge, KM – and why? Focus: Knowledge - practical insights, descriptions and models • overview and 3D space of knowledge quality • codified knowledge – defined, described, structured: examples • distributed and/or networked knowledge: examples • flat vs. deep knowledge – level of expertise / proficiency: examples • tangibility – explicit vs. implicit or even tacit knowledge: examples Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 35 Codified knowledge- examples (1)
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 36 Codified knowledge- examples (2) 17 advices, what to do / not to do with a candle candle information, March 2014 photo advice, how to dress in foreign culture Iran, May 2014
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 37 room for legal studies in Munich townhall, May 2014
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 38 Codifying knowledge – example: Expert Debriefing how to make apple strudel your knowledge about „appropriate apples“? notes about ingredients and proceeding plus video record, e.g. how to tear the dough thin and flat
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 39 Codified knowledge: Lessons Learned / Best Practices in Frequently Asked Questions on battery product page http://www.akku.net/akku-faq.html#25 Can fast charging destroy my storage battery?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 40 Codified knowledge: example of measuring the level of codification and expertise source: test 6/2001 (Stiftung Warentest) additional similar test assessments: test 09/2007 – software for English learning test 10/2007 – school books on history test 02/2009 – career guidebooks what is measured: correctness completeness tracability source listing reliability of sources structuring detailing ...
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 41 Knowledge with increasing level of codification described by „know- ledge sediments“ with examples concerning communities of practice standard, code, patent, ... database, standard repository, obligatory training... guideline, Best Practice, rule, ... document mngt. system, handbook, reference process model, training... typical approach, good practice, ... Q&A forum, FAQ, seminar ... idea, draft, rough concept, ... concept modeller, wiki, workshop... „seeds for ideas“, trend, meaning, ... creativity instruments, blogging, coffee corner ... knowledge KM processes / instruments
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 42 Introduction: Knowledge, KM – and why? Focus: Knowledge - practical insights, descriptions and models • overview and 3D space of knowledge quality • codified knowledge – defined, described, structured: examples • distributed and/or networked knowledge: examples • flat vs. deep knowledge – level of expertise / proficiency: examples • tangibility – explicit vs. implicit or even tacit knowledge: examples Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 43 … imagine, we would make the following two group exercises … exercise 1 – everybody is on his own:  10 words are read to you  you try to keep them in mind  guess: how many will you remember to write down? * exercise 2 – we build groups of ten:  15 words are read to the group  every group tries to keep them in mind  guess: how many will you remember to write down as a group? ** 10 / 15 words list *typicalresult:5-8words|**13-15words
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 44 distributed and collective, e.g. joint language distributed and complementary = networked – examples:  trivial – but surprising: in this room – who is next with birthday?  real – business-relevant: comprehensive knowledge about products and processes  fictive: in this room we surely could combine our complementary knowledge to create an innovation  real – business-relevant: : collective intelligence / Crowd Intelligence  „Swarm Intelligence“ (many of the same kind with rules for cooperation)  symbiosis (many different complementing to something greater)  example: prediction markets, e.g. estimating the chip price at HP – employees bet anonymiously on the future price of memory chips in six months: <70% improved forecasting compared to usual expert team uDistributed and/or networked knowledge: examples
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 45 Distributed networked knowledge: example Old towns are grown artefacts of distributed networked knowledge: no individual masterplan but the result of networking of many citizens source: Suedd. Zeitung, 2014-05-12
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 46 Access – MM visitors / month source: WIKIMEDIA / SZ 15 May 2014 started 2001, currently >4,5MM articles in Englisch, >1MM in German, >200k in >1,5MM registered users and an unknown number of unregistered users have contributed
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 47 ask mommy
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 48 www.best-in-class.com … offering distributed/ networked knowledge via expert teams / networks …
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 49 ad hoc networking of fans of this type of photo brainteaser – where-is-this? – to get information about the unknown location, where the photo has been shot
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 50 http://www.crowdworx.com/ 22.10.12 … making the knowledge of the crowd useful for business questions
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 51 Distributed / networking knowledge of medical online consulting: measuring the level of expertise – example source: test 4/2003 (Stiftung Warentest) similar test assessments: 01/2010 – user evaluation of hotel portals
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 52 Organizational forms with distributed and/or networked knowledge – examples expert network / Community of Practice customercompany product / process knowledge, requested image / brand knowl. reqirements, ideas factual image, brand knowledge business relationship static & dynamic aspects personal relationship partners relationship knowledge … joint rituals specific expertise department, project or process team joint task & context joint collective knowledge area individual perspective joint persp.
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 53 Introduction: Knowledge, KM – and why? Focus: Knowledge - practical insights, descriptions and models • overview and 3D space of knowledge quality • codified knowledge – defined, described, structured: examples • distributed and/or networked knowledge: examples • flat vs. deep knowledge – level of expertise / proficiency: examples • tangibility – explicit vs. implicit or even tacit knowledge: examples Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 54 flat vs. deep knowledge – level of expertise / proficiency: examples of measurements reputation in media / expert communities / … comparison via benchmarking, assessments, … examination results, e.g. school, university, …
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 55 Individual level of expertise: measurement example source: test 2/2004 (Stiftung Warentest) additional similar test assessments: test 04/2008 – gynecologist test 05/2014 – pharmacists 20 urologists tested (in Germany)
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 56 Introduction: Knowledge, KM – and why? Focus: Knowledge - practical insights, descriptions and models • overview and 3D space of knowledge quality • codified knowledge – defined, described, structured: examples • distributed and/or networked knowledge: examples • flat vs. deep knowledge – level of expertise / proficiency: examples • tangibility – explicit vs. implicit or even tacit knowledge: examples Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 57 uBasic concepts: 3D knowledge quality space and basic KM processes improve/adapt knowledge quality codification expertise/proficiency world-class expert beginner skilled & trained profess’l expert individual collective/ complementary Sources: Max Boisot, CIBIT, Siemens, JHA Improve: describe, structure, define Improve: deepen & detail abstract & enrich  tacit … implicit … explicit increasing level of knowledge codification
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 58 uExplicit and implicit / tacit knowledge * to make knowledge explicit (externalized) is a question of effort – theoretically you may even lift an iceberg Sources: http://eisberg.know-library.net/
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 59 uExplicit and implicit / tacit knowledge examples explicit knowledge – examples informally articulated:  gossip … talk … discussion … informally documented:  message … story … report … formally documented:  FAQ … Lesson Learnt … Best Practice  product / process model  guideline … standard … patent implicit knowledge (in person / group / information) – examples not (yet) articulated … hard to articulate / describe … (still) tacit, because no trigger yet  (undocumented) experiences  art, craft, skill, e.g. sailboarding  characteristics, e.g. analytic or design thinking  values  relationship, context understanding  ”between the lines” …in “Big Data”*  in artefact ... *what has to be stocked in walmart stores before a hurricane, besides flashlights, water bottles and boots?  strawberry pop tarts and beer http://www.linkedin.com/groups/Knowledge- embedded-in-big-data-77700.S.275624713?trk=group_search_item_list-0-b-ttl&goback=.gna_77700 Oct. 2013
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 60 Tacit knowledge is internal in nature and is relatively hard to code and extract. Not only does tacit knowledge need to be discovered, extracted, and captured; it has to be creatively disseminated so that this shared knowledge can be efficiently used to extend the KM base (Davis, 2002). Wagner and Sternberg (1985) defined tacit knowledge as ‘‘that work- related practical knowledge learned informally on the job’’. This definition defines only one part of tacit knowledge, that is, the part that encompasses know-how. The other part of tacit knowledge is the cognitive dimension (Beamer and Varner, 2001) which consists of beliefs, values, attitudes, ideals, mental maps, and schemata which are related to the cultural shaping of the individual and the group. This cognitive dimension of tacit knowledge is a most important, yet most difficult, part of enabling knowledge creation and dissemination. Within these two dimensions of tacit knowledge there are four categories: hard-to-pin- down skills; mental models; ways of approaching problems; and organizational routines (Lubit, 2001). Metalworkers frequently cannot explain how they know the right temperature and amount of pressure to apply to a metal deformation but, over time, they learn such tacit skills that cannot be described by a process chart or in words. These skills are transferable to apprentices only as they work for several years with the master metalworker. Tacit knowledge Quelle: Harlow, H.: The effect of tacit knowledge on firm performance. JOURNAL OF KNOWLEDGE MANAGEMENT, VOL. 12 NO. 1 2008, pp. 148-163
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 61 Group exercise: knowledge holders and specifities Define jointly in your group the knowledge area you will discuss. It should be defined in its name by an activity and an object – some examples:  conduct meeting  manage work-life-balance  cook dinner dish  manage public relations  plan journey  manage project  your choice ... Then discuss examples in that knowledge area for:  1. knowledge holder person and its specific expertise? 2. knowledge holder group and its specific organizational capability – differentiate between 2a. collective capability? 2b. connected/networked capability? (what is the name for the „puzzle-like“ capability?) 3. knowledge holder information and its documented knowledge? 4. flat and deep knowledge? 5. implicit and explicit knowledge? 6. tacit knowledge?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 62 Knowledge, KM – and why? 3D space of knowledge quality codified knowledge distributed and/or networked knowledge level of expertise / proficiency tangibility – explicit, implicit, tacit knowledge Summary & discussion ?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 63 Contact Dr.-Ing. Josef Hofer-Alfeis Consulting for Knowledge and Innovation Management Josef-Sterr-Str. 4, 81377 München, Germany T +49 89 85661623 M +49 173 9775943 Email josef.hofer-alfeis@amontis.com Skype JHofer-Alfeis BrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html XING https://www.xing.com/profile/Josef_HoferAlfeis Public Maven profile: http://www.maven.co/profile/5Anc2u3D Twitter HoferAlfeisJ Bookmarking http://del.icio.us/HoferAlfeisJ Facebook http://www.facebook.com/profile.php?id=1800807835#!/ yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm Partner Competence Center Knowledge | Innovation | Intellectual Capital Mgt. Amontis Consulting AG Kurfürsten Anlage 34 D-69115 Heidelberg www.amontis.com
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 64 Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014 BOOKS:  Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013  Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X  Learning to fly: practical knowledge management from leading and learning organisations – Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091  Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001. ISBN: 0-87584-870-2  Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing ,2002. ISBN: 3895781819  Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3- 9810595-4-0 LINKS:  www.knowledgebusiness.com  www.apqc.org/membership-knowledge-management  www.pwm.at  www.c-o-k.de/index.htm  www.xing.com/net/pri3b94dax/knowledgemanagement/  www.xing.com/net/wm  www.wissenmanagen.net/  www.cogneon.de  www.eknowledgecenter.com  Bookmark services from JHA:  JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks  Important discussion forums for KM & Innovations Mngt. (selction): http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren JOURNALS:  Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)  Journal of Knowledge Management (Fokus Forschung; englisch)  KM Review (Fokus Anwendung; englisch) http://www.melcrum.com/products/journals/kmr.shtml COMMUNITIES OF PRACTICE / BODIES: WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten, z.B. gfwm-regional München: http://www.gfwm.de/group/121 BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA:  Improving Knowledge Management for Service Organizations, Munich Re, Communities Meeting, Hohenkammer 2014  Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012, and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit- twitter?from=new_upload_email  Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement - Synergien, Projektbeispiele und Erfahrungen - In: KnowTech Konferenzband 2011, www.knowtech.net  ~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen Forschern/Interessierten für Technologie-Innovation – „Technologie- Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011, http://knowledgecamp.mixxt.org/networks/files/folder.10675  Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... - In: KnowTech Konferenzband 2009, www.knowtech.net  Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of the ageing workforce. Int. J. Human Resources Development and Management, Vol. 9, Nos. 2/3, 2009  ~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn  ~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und Therapie - In: KnowTech Konferenzband 2008, www.knowtech.net  ~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,  ~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;  ~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz. Wissensmanagement, Heft 2/2008, S. 38-39  ~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess- Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx  ~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in: KnowTech Konferenzband 2006, www.knowtech.net  ~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net  ~: Effective Integration of KM into the Business Starts with a Top-down Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719- 728
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 65  Analysis of KM / InnoM state and needs via interviews with key people and design of an inter-disciplinary KM / InnoM program  Moderation of developing a knowledge strategy with the business strategy by the management team  Support of KM strategy definition, KM implementation and controlling  Systematic and transparent design of expert career systems based on a knowledge strategy  Support with specific KM / InnoM instruments – examples:  Debriefing of teams or leaving experts  Development and improvement of communities of practice and other social networks  Coaching by development of an individual knowledge strategy / KM program Dr.-Ing. Josef Hofer-Alfeis: Consulting Offerings for KM and Innovation Mngt. (InnoM)