Suliman Hawamdeh, Professor and Department Chair in the College of Information, University of North Texas, USA KM Technologies and the Integration of Theory into Practice

1. www.km-­‐me.com
info@km-­‐me.com
1
Suliman Hawamdeh
College of Information
University of North Texas
KM Technologies and the
Integration of Theory into Practices
Explicit
Knowledge
““Information””
Undocumented
Knowledge
Implicit Knowledge
““Know How & Know Who””
The Complex Nature of Knowledge
Documented
Knowledge
Tacit Knowledge
““Competencies””
Can Be
Documented

2. www.km-­‐me.com
info@km-­‐me.com
2
WHAT IS KM
.. an interdisciplinary approach to dealing
with all aspects of knowledge processes
including knowledge creation, capture,
discovery, organization, retention, sharing
and transfer . It encompasses people,
technology and organizational practices and
processes.
Knowledge Management Processes
q Knowledge Creation
q Knowledge Sharing/Transfer
q Knowledge Discovery
q Knowledge Organization
q Knowledge Retention
q Knowledge Capture/Acquire

3. www.km-­‐me.com
info@km-­‐me.com
3
Knowledge Management Practices
q Knowledge Sharing
q Communities of Practice
q Learning Organization
q Organizational Learning
q Best Practices
q Organizational Culture
Source: http://www.tradoc.army.mil/cko/

4. www.km-­‐me.com
info@km-­‐me.com
4
http://www.k4fun.anacel.com/2010/02/01/knowledge-and-knowledge-
management-in-a-nutshell/
http://www.k4fun.anacel.com/2010/02/01/knowledge-and-knowledge-
management-in-a-nutshell/
Competency

5. www.km-­‐me.com
info@km-­‐me.com
5
KM technologies are broadly defined which enhance
and enable knowledge processes (create, share,
acquire, retain, organize, discover and utilize). It
also supports knowledge practices through
facilitating social interaction and networking.
Increase communication and collaboration among
diverse and integrated platforms. Assist with
information gather, information extractions,
knowledge mapping and content management.
KM Tools & Technologies

6. www.km-­‐me.com
info@km-­‐me.com
6
From Theory To Practice
Theoretical Framewrk
What theoretical frame guide
you practice?
How does a particular theory
or model guide your practice?

7. www.km-­‐me.com
info@km-­‐me.com
7
What is Theory
Theory is a set of statements or
principles devised to explain a group
of facts or phenomena. Accepted
principles, and methods of analysis
that assists comprehension or
judgment
Why Do We Need a Theory?
The value of a theory is in its ability to identify through analytical
thinking, systematic observation or experimentations the critical
components that leads to certain outcomes
Theory helps explain the world around us. It help explain why and
how we do things.
Theory helps knowledge transfer what we do from one person to
the another. From one situation to another. From one practice to
another.
Theory helps explain the nature of relationship between various
entities or variables
Theory guides profession and gives context to specific action.
It goes beyond opinion or random action

8. www.km-­‐me.com
info@km-­‐me.com
8
Examples of KM Theories
& Models
Organizational knowledge is created through a continuous
dialogue between tacit and explicit knowledge via four patterns of
interactions, socialization, combination, internalization and
externalization.
Organizational Knowledge Creation Theory
Knowledge Spiral Model

9. www.km-­‐me.com
info@km-­‐me.com
9
http://cognitive-edge.com/library/more/video/introduction-to-the-cynefin-framework/
The Cynefin-Framework
The sense
making model of
the
categorization
model.
In categorization
framework
precedes the
data where as in
sense making
data precedes
framework
Choo Sense Making KM Model 1998

10. www.km-­‐me.com
info@km-­‐me.com
10
WIIG Hierarchy of Knowledge
Boisot I-Space KM Model

11. www.km-­‐me.com
info@km-­‐me.com
11
Boisot I-Space KM Model
Information System & Technology
Info Acquisition & Content
Management
Info & Knowledge
Sharing
Info &
Knowledge
Utilization
Value
Investment
Information
Management
Knowledge
Management
Source: Al-Hawamdeh S. (2003) Knowledge Management: Cultivating Knowledge Professionals. Oxford: Chandos Publishing
KM ROI Model

12. www.km-­‐me.com
info@km-­‐me.com
12
KM in Police Work
Tulsa Police : Project Based KM. http://www.tryonassoc.com/pdffiles/Paper%20-%20Project-
Based%20KM.pdf
Singapore Police: Knowledge management in the public sector: principles and practices in
police work Journal of Information Science, Oct 2001; 27: 311 - 318
Tulsa Police Department

13. www.km-­‐me.com
info@km-­‐me.com
13
Tulsa Police Department
Enhancing the Capabilities of the Police
Workforce, Singapore
Knowledge management in the public sector: principles and practices in
police work Journal of Information Science, Oct 2001; 27: 311 - 318

14. www.km-­‐me.com
info@km-­‐me.com
14
InformationCompetencies
Performance
Value-Added
Knowledge
Information
Performance
Competencies
Value-Added
Knowledge
Training

15. www.km-­‐me.com
info@km-­‐me.com
15
Information
Performance
Competencies
Value-Added
Knowledge
Value-Added
Knowledge
Competencies
Tacit
Knowledge
InformationCompetencies
Information
Performance
Competencies
Tacit
Knowledge
Value-Added
Knowledge
R1
Knowledge Sharing

16. www.km-­‐me.com
info@km-­‐me.com
16
Value-Added
Knowledge
Value-Added
Knowledge
Information
Performance
Competencies
Tacit
Knowledge
Ability to
Learn
R1
Effort to
Learn
Recognition
that knowledge
is important
Willingness
to Learn
Performance
Value-Added
Knowledge
Information
Performance
Competencies
Tacit
Knowledge
Value-Added
Knowledge
Willingness
to Learn
Recognition
that knowledge
is important
Ability to
Learn
Effort to
Learn
Learning

17. www.km-­‐me.com
info@km-­‐me.com
17
Value-Added
Knowledge
Value-Added
Knowledge
Training
Capacity
Training
Capacity
Recognition
that knowledge
is important
Information
Performance
Competencies
Tacit
Knowledge
Willingness
to Learn
Ability to
Learn
Effort to
Learn
S
Willingness
to invest in
IM/KM
Resources /
Effort in
IM/KM
Training
Capability
Information
Recognition
that knowledge
is important
Information
Performance
Competencies
Tacit
Knowledge
Value-Added
Knowledge
Willingness
to Learn
Resources /
Efforts in
IM/KM
Willingness
to invest in
IM/KMg
Recognition
that knowledge
is important
Training
Capability
Ability to
Learn
Effort to
Learn
Training
Capacity
Resource
Allocation

18. www.km-­‐me.com
info@km-­‐me.com
18
Learning
Resource
Allocation
Knowledge Sharing /
Management
TrainingTraining
Information
Performance
Competencies
Tacit
Knowledge
Value-Added
Knowledge
Willingness
to Learn
Resources /
Efforts in
IM/KM/
Willingness
to invest in
K/KM/Trg
Recognition
that knowledge
is important
Training
Capability
Ability to
Learn
Effort to
Learn
Training
Capacity
Knowledge Sharing
Resource
Allocation
Learning
Information
Performance
Competencies
Tacit
Knowledge
Value-Added
by Knowledge
Willingness
to Learn
Resources /
Efforts in
IM/KM
Willingness
to invest in
IM/KM
Recognition
that knowledge
is important
Training
Capability
Ability to
Learn
Effort to
Learn
Training
Capacity
Dialogue /
Documentation
Individual
Acceptance
Organisation Culture /
Learning
Organisation /
Publicity
Organisation /
Review
SPF Intranet /
Training
Continuous
Education /
Sponsorships
Management
Emphasis / Support

19. www.km-­‐me.com
info@km-­‐me.com
19
Why the Sky is Blue?
Is KM a Scientific Field?