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1. Managing Interactions for
Knowledge Creation and Sharing
By : Kanaidi, SE., M.Si., cSAP
kanaidi963@gmail.com HP.08122353284

2. Managing Interactions for
Knowledge Creation & Sharing
1. Knowledge creation and sharing
• Communities of Practice (CoPs)
2. Extracting and sharing the knowledge
• Grant the worker the resources and means to interact with the
sources of tacit knowledge (not to codify)
• Promote meaningful content
• Use of IT to facilitate knowledge interactions
3. Managers role
• Facilitate (encourage, promote & nurture) interactions
• Support one-on-one and group activities
• Encourage CoPs and foster opportunities for additional interactions
• Encourage knowledge creating meetings
• Ensure that the yields from the meetings are high enough with
continuous value being added and gained by the members

3. The Social Model for Knowledge
Creation and Sharing
• In various organizations around the world, skilled
and highly regarded managers unknowingly use
an assortment of methods to manage the social
aspects of knowledge processes, without a
systematic understanding of the secret of their
success.
• Fostering knowledge sharing and creating
through interactions between workers is essential
to any practical implementation of knowledge
management.
• But successful implementation hinges on an
understanding of why these methods work or fail.

4. Tacit & Explicit KnowledgeTacit & Explicit Knowledge

5. • The reason that interactions are so important for
knowledge management is that they allow for the
exchange and creation of tacit knowledge.
• Tacit knowledge is different from explicit knowledge
(which is documented or written in a codified and
explicit form).
• Tacit knowledge is inside people's heads.
• Tacit knowledge is expressed in responding to new
situations and problems, thus creating new knowledge
(which you may later codify).
• The most effective way to acquire tacit knowledge is in
learning by doing. Often tacit knowledge is
disseminated in dyadic (one-on-one) situations, in
which newcomers to a job learn the ropes of their new
role.
Tacit Knowledge

6. Communities of Practice (CoPs)—the
Basic Instrument of Knowledge
Creation and Sharing
• Communities of practice (CoPs) are a social model
whose basic claim is that learning, innovation, and
collaboration are social processes. Hence the creation
of new tacit knowledge is usually achieved through
interactions in forums larger than the dyad, and is best
performed in CoPs.
• CoPs are networks of people who have common
interests, share a field of specialization, have known
each other over a period of time, and trust each other.
Therefore it is natural and easy for them to share and
create new knowledge, either as a group or as
individuals inspired by the group.

7. Communities of Practice (CoPs)…….
The CoPs may have different forms:
• They may be formal, like a successful professional
team of mechanical engineers in an organization,
or informal, like a group of middle managers from
various departments of the organization with
some common interests.
• A person may belong to several CoPs, like the
mechanical engineer from the previous example
who is also a middle manager.
• They can usually be identified. However, they
may be difficult to manage, especially if they are
not a formal team.

8. Enhancing Interactions in
Communities of Practice
• How managers can identify, promote, and
facilitate various kinds of interactions within
communities of practice.
• The techniques may be structured and formal
or, as the following description of Rafael's
practices illustrates, they may be semiformal,
even fun.
Cake Meetings—Food for Thought for
a Section of Knowledge Workers

9. Methods and Techniques for
Effective Interactions
• Facilitation of Meetings
• The Physical Environment
• The Knowledge Café

10. Making the Most of Information
Technology
• IT enables interactions that transmit tacit knowledge, and as
such, it is an important knowledge management tool—namely,
it broadens the potential number of internal customers for
tacit knowledge by making it systematically and broadly
available.
• Many organizations have information systems designed to
support managerial processes, but they are not widely or
comprehensively used. Without an organizational culture that
encourages knowledge sharing, the information systems will
remain unused.
• There are several ways to promote use of an information
system. As we discussed in Chapter 5, concerning the human
focus, you can utilize both hard compensation (bonuses, access
to other's knowledge and data, promotion) and soft
compensation (membership in a knowledge community,
establishing a personal reputation among peers).

11. Creating Knowledge
• Knowledge is created and shared through the social process of
interactions.
• Tacit knowledge can be shared by mentoring and by making experts
available through a company's yellow pages.
• Information systems have great potential for supporting knowledge
management if a supportive environment is created.
• Every knowledge worker should be encouraged to balance his time
between his project assignments and networking with others.
• Managers should encourage the communities of practice (CoPs) that
already exist in the organization and foster opportunities for additional
interactions.
• Managers should encourage various forms of knowledge creating
meetings, be it "cake meetings," design reviews, after-action reviews or
others, and coordinate the physical and social aspects of meetings in
order to make them effective.
• Peer reviews (such as internal design reviews), whereby workers present
their work and receive feedback from their peers, constitute an important
set of interactions of knowledge sharing and knowledge creation.

12. Any question?
Kanaidi, SE., M.Si., cSAP
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Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
12
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
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kanaidi963@gmail.com
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