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Knowledge Management
 

Knowledge Management

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    Knowledge Management Knowledge Management Presentation Transcript

    • Personal Knowledge Management What’s Your Value? Academic Department, February 2009
    • Your value is about
      • your skills
      • your knowledge
      • your abilities
      • your experience
      • your attitude
      • What are they?
      • How do you use them to your advantage?
    • Personal capital
      • The measure of your value,
      • coupled with the (perhaps uncomfortable notion) that you should take responsibility for what you are worth , and not just leave it to your employer to tell you.
    • Take control of …
      • how you manage your individual knowledge to get the best from your ‘personal capital’
    • Knowledge Management
      • Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge in ways that improve its survival and success
      • Linda F. Crafts (June 3, 2004)
    • Knowledge Management
      • The process of creating value from an organization’s intangible assets
    • Knowledge Management in the Organization
      • Easy if people choose to
        • acquire
        • share
        • socialize
      • WARNING: An organization can’t manage a person’s knowledge if they haven’t decided to own it and do something with it.”
      • “ Most of the problems I face when coaching, teaching or training are people who abdicate their responsibility for choice. There is no point to personal knowledge management if people do not choose to grow themselves.”
      • Cohen
    • Changing Paradigm
      • OLD
      • Knowledge is power
      • How fast and how much can you learn?
      • NEW
      • Sharing Knowledge is power
      • How fast can you un-learn and re-learn?
    • KM Processes Dave Pollard KMWorld & Intranets 2005 Knowledge Sharing : … distributing knowledge to where it is needed in the organization Communication: Intranets, face-to-face, Teams, Networks, etc. Communities of Practice: People bound by their interests and expertise
    • Organizational Memory
      • Retain intellectual capital
        • Keep good people
        • Transfer knowledge from one person to the next
        • Transfer human capital to structural capital
      • Organizations also need to “unlearn”
        • Cast off routines and patterns of behavior that are no longer appropriate
      The Retrospective… Dave Pollard KMWorld & Intranets 2005
    • Some examples of unlearning
      • Unlearn what your target market is (because it just changed)
      • Unlearn the way you advertise and market (because your market just got a lot smarter)
      • Unlearn the way you teach (because learners need to unlearn and learn simultaneously)
      • Unlearn the technology you use (because it's being replaced with something new tomorrow)
      • Unlearn the methodology you use (because people learn differently)
      • Unlearn the words you use to describe your business
      • Unlearn your login password (since the system forces you to change it every 60 days)
    • Knowledge Sharing Tools …
      • Our Website
      • Documents
      • Academic Blog
      • Inst. Management Blog
    • References:
      • Mick Cope WizOz at http://www.wizoz.co.uk/
      • Corporate Training & e- Learning Blog
      • InsideKnowledge at http://www.ikmagazine.com/
      • www.alianza.edu.uy