2. A G E N D A
WWhhaatt i sis K Knnoowwleleddggee??
TTyyppeess o off K Knnoowwleleddggee
What is Knowledge
Management?
What is Knowledge
Management?
The Essence of Knowledge
Management
The Essence of Knowledge
Management
Why Knowledge
Management?
Why Knowledge
Management?
What does leveraging
"collective knowledge"
involve?
What does leveraging
"collective knowledge"
involve?
The role of HR & Training
team in institutionalizing
KM in an organization
The role of HR & Training
team in institutionalizing
KM in an organization
HR processes and practices
impact the knowledge
sharing in a firm
HR processes and practices
impact the knowledge
sharing in a firm
How do we create a
knowledge sharing culture?
How do we create a
knowledge sharing culture?
20/6/2013
Sivathanu N, Process Trainer
Thomson Reuters
5. What is Knowledge?
Knowledge is a familiarity with someone
or something, which can include facts,
information, descriptions, or skills
acquired through experience or
education.
20/6/2013
Sivathanu N, Process Trainer
Thomson Reuters
6. Types of Knowledge
EExxpplliicciitt k knnoowwlleeddggee
Tacit knowledge
Tacit knowledge
Formal knowledge
(Visible)
Available in the form
of books, reports,
audio tapes, video
tapes etc.
Can be articulated
Informal knowledge
(Highly Invisible)
Confined in the mind
of a person
Difficult to articulate
20/6/2013
Sivathanu N, Process Trainer
Thomson Reuters
8. Knowledge Management
"Knowledge management is the process of capturing,
distributing, and effectively using knowledge."
Knowledge Knowledge DDrriivveenn O Orrggaanniizzaattiioonn
Fully leverage the "collective knowledge" in an
organization
Fully leverage the "collective knowledge" in an
organization
CCrreeaattiioonn a anndd s shhaarriinngg o off k knnoowwlleeddggee
KM processes provide a framework for connecting
people to people and people to information
KM processes provide a framework for connecting
people to people and people to information
20/6/2013
Sivathanu N, Process Trainer
Thomson Reuters
9. The Essence of Knowledge Management
The central theme of Knowledge
Management is to leverage and reuse
knowledge resources that already exist
in the organization so that people will
seek out best practices rather than
reinvent the wheel.
The central theme of Knowledge
Management is to leverage and reuse
knowledge resources that already exist
in the organization so that people will
seek out best practices rather than
reinvent the wheel.
20/6/2013
Sivathanu N, Process Trainer
Thomson Reuters
10. KM helps the Organization to:
Build
competitive
advantage
Improve
organizational
effectiveness and
Returns
Create
greater
value
See the
opportunities
and exploit
them
20/6/2013
Sivathanu N, Process Trainer
Thomson Reuters
12. What does leveraging "collective
knowledge" involve?
Working in collaborative teams, capturing and sharing
knowledge and delivering business excellence.
Developing and sharing "best practices."
Faster replication of innovations through faster movement
of knowledge through the organization.
Acquisition and sharing of "new knowledge."
Creating an environment that is comfortable to the idea of
openness, knowledge sharing, risk of failure as well as
rewards for success.
Managing organizational learning.
20/6/2013
Sivathanu N, Process Trainer
Thomson Reuters
13. The role of HR in institutionalizing
KM in an organization
Focus on strengthening collaborative team effort to
leverage collective knowledge of the enterprise.
Corporate Education.
Performance Management and nurturing (sharing, doing
and caring) culture.
Talent management.
Recruitment, training, skill and competency development.
New HRM roles are those of human capital steward,
knowledge facilitator, relationship builder, and rapid
deployment specialist.
20/6/2013
Sivathanu N, Process Trainer
Thomson Reuters
14. How do HR processes and practices
impact the knowledge sharing in a firm?
Job rotations
Networked organization
Training
Knowledge communities (Teams)
E- Learning
Culture change
20/6/2013
Sivathanu N, Process Trainer
Thomson Reuters
15. Some of the steps that HR could take
for cultural change :
Performance Development Planning (PDP);
Learning from experience
Team commitment
Developing others
Develop a mechanism to communicate effectively.
Collaborative effort and knowledge.
Make KM part of the Company training modules.
Hold visible knowledge sharing events.
20/6/2013
Sivathanu N, Process Trainer
Thomson Reuters
16. Conclusion:
Transformation into knowledge driven organization
HR & Training Team has a key role to play in
nurturing and strengthening knowledge management
through "learning initiatives" and "culture change
initiatives.“
HR & Training Team is best placed to play the role of
an effective facilitator, and give positive reinforcements
for Knowledge Management .
Knowledge management has already been embraced as
a source of solutions to the problems of today’s business.
20/6/2013
Sivathanu N, Process Trainer
Thomson Reuters
Editor's Notes
So, in summary the following associations can reasonably be made:
Information relates to description, definition, or perspective (what, who, when, where).
Knowledge comprises strategy, practice, method, or approach (how).
Wisdom embodies principle, insight, moral, or archetype (why).
Now that I have categories I can get hold of, maybe I can figure out what can be managed.
An Example
This example uses a bank savings account to show how data, information, knowledge, and wisdom relate to principal, interest rate, and interest.
Data: The numbers 100 or 5%, completely out of context, are just pieces of data. Interest, principal, and interest rate, out of context, are not much more than data as each has multiple meanings which are context dependent.
Information: If I establish a bank savings account as the basis for context, then interest, principal, and interest rate become meaningful in that context with specific interpretations.
Principal is the amount of money, $100, in the savings account.
Interest rate, 5%, is the factor used by the bank to compute interest on the principal.
Knowledge: If I put $100 in my savings account, and the bank pays 5% interest yearly, then at the end of one year the bank will compute the interest of $5 and add it to my principal and I will have $105 in the bank. This pattern represents knowledge, which, when I understand it, allows me to understand how the pattern will evolve over time and the results it will produce. In understanding the pattern, I know, and what I know is knowledge. If I deposit more money in my account, I will earn more interest, while if I withdraw money from my account, I will earn less interest.
two kinds of knowledge parallel Michael Polanyi’s often-quoted distinction between explicit knowledge (sometimes referred to as formal knowledge), which can be articulated in language and transmitted among individuals, and tacit knowledge (also, informal knowledge), personal knowledge rooted in individual experience and involving personal belief, perspective, and values. (Polanyi, Michael. The Tacit Dimension. London: Routledge & Kegan Paul. See also Karl E. Sveiby’s online description, "Tacit Knowledge." In traditional perceptions of the role of knowledge in business organizations, tacit knowledge is often viewed as the real key to getting things done and creating new value. Not explicit knowledge. Thus we often encounter an emphasis on the "learning organization" and other approaches that stress internalization of information (through experience and action) and generation of new knowledge through managed interaction
Tacit knowledge can be shared and exchanged.
I associate the cause of my indirection with the many companies I have been associated with in the past. These companies had pursued TQM or reengineering, not in support of what they were trying to accomplish, but as ends in themselves because they simply didn't know what they were really trying to accomplish. And, since they didn't know what they were really trying to accomplish, the misdirection was actually a relief, and pursued with a passion­­it just didn't get them anywhere in particular.
According to Mike Davidson[dav96], and I agree with him, what's really important is:
Mission: What are we trying to accomplish?
Competition: How do we gain a competitive edge?
Performance: How do we deliver the results?
Change: How do we cope with change?
As such, knowledge management, and everything else for that matter, is important only to the extent that it enhances an organization's ability and capacity to deal with, and develop in, these four dimensions.
Knowledge Management is a process that, continuously and systematically, transfers knowledge from individuals and teams, who generate them, to the brain of the organisation for the benefit of the entire organisation. It is the systematic, explicit, and deliberate building, renewal, and application of knowledge to maximize an enterprise's knowledge-related effectiveness and returns from its knowledge assets.
Companies derive the benefits from knowledge management. These benefits include:
Companies discover the opportunities provided by the environment and exploit them with the help of knowledge created and developed.
Companies can reduce the threats created by the environment
Derive more value and competencies from the intellectual property.
Increase productivity, profit etc.
Learn continuously and retain competencies
Ability to change and to become agent
Getting maximum from the people and information technology.
Changes in strategic direction may result in the loss of knowledge in a specific area.
To these paraphrases of Ms. Macintosh’s observations we would add: Most of our work is information based. Organizations compete on the basis of knowledge. Products and services are increasingly complex, endowing them with a significant information component. The need for life-long learning is an inescapable reality.In brief, knowledge and information have become the medium in which business problems occur. As a result, managing knowledge represents the primary opportunity for achieving substantial savings, significant improvements in human performance, and competitive advantage.It’s not just a Fortune 500 business problem. Small companies need formal approaches to knowledge management even more, because they don’t have the market leverage, inertia, and resources that big companies do. They have to be much more flexible, more responsive, and more "right" (make better decisions) — because even small mistakes can be fatal to them.
KM provides an enabling framework to leverage "collective knowledge." When KM becomes "the way we work," it helps us deliver on strategic priorities and business goals - growth, innovation, speed of response, quality of response, faster time to market, strengthen organizational learning, protect functional and operational excellence in a dis-aggregated organizational structure.
Focus on strengthening collaborative team effort to leverage collective knowledge of the enterprise.
HR has a pivotal role to play in the KM movement. Key HR processes - Corporate Education, Performance Management and nurturing (sharing, doing and caring) culture, have a very significant role in the development of the knowledge-based enterprise.
These new HRM roles are those of human capital steward, knowledge facilitator, relationship builder, and rapid deployment specialist
Performance Development Planning (PDP):In HUL, our PDP incorporates "knowledge - Development & Sharing” as one of the key competencies to be monitored and developed.
Some of the key competencies linked to knowledge development and sharing are:
1. Learning from experience
2. Developing others
3. Team commitment
Develop a mechanism to communicate effectively what knowledge-related behaviour is expected from the employees.
Share with all employees, success stories of collaborative effort and knowledge.
Make KM part of the Company training modules.
Hold visible knowledge sharing events like " Knowledge Fairs."
