Knowledge management is important for organizations today for three main reasons: globalization, leaner organizations with increased workloads, and corporate amnesia due to increased workforce mobility. Effective knowledge management involves capturing knowledge (tacit and explicit), sharing knowledge through communities of practice, and embedding knowledge management systems into organizational processes. Key technologies that support knowledge management include intranets, groupware, document management systems, and knowledge bases. Case studies of knowledge management in Indian companies like NTPC, PowerGrid, and IT industries demonstrate how capturing tacit knowledge, collaborating, disseminating best practices, and driving innovation can provide benefits at the individual, community, and organizational levels.
This document provides an introduction to knowledge management. It discusses that knowledge management is not just a technology issue and should involve cultural and process aspects. It also differentiates between data, information, and knowledge. Effective knowledge management requires leadership, trust, collaboration, and the right culture. Technology can help manage knowledge content and enable knowledge sharing, but should not be the primary focus. The needs and roles of both knowledge workers and end users must be considered.
This document provides an overview of knowledge management. It defines data, information, and knowledge and describes explicit and tacit knowledge. It discusses the history of knowledge management from the 1970s to present. It also outlines several common knowledge management models and describes the typical stages in the knowledge management life cycle including information mapping, storage, retrieval, use, and auditing. Finally, it discusses some key terms used in knowledge management.
Gives an overview on knowledge and knowledge management. Discusses the various knowledge management processes and systems necessary for effective knowledge management practice.
The document provides an introduction to the topic of knowledge management (KM) through several presentations. It discusses the history and definitions of KM, elements of a KM initiative including people, processes and technology, and the importance of KM for competitive advantage. It also covers the evolution of KM, the differences between information management and KM, and addresses explicit and tacit knowledge as well as ethics in KM.
Knowledge management in theory and practicethewi025
The document provides an overview and summary of the key concepts from the book "Knowledge Management in Theory and Practice" by Kimiz Dalkir. It discusses several knowledge management cycles and models. It also examines topics like knowledge capture and codification, knowledge sharing through communities of practice, knowledge application at individual and group levels, the role of organizational culture, and tools and strategies for knowledge management. The future challenges of knowledge management are also addressed.
This document discusses the evolution of knowledge management (KM) from KM 1.0 to KM 3.0. KM 1.0 focused on collecting knowledge, KM 2.0 focused on sharing knowledge using social media tools, and KM 3.0 focuses on using existing knowledge to help employees do their jobs. The key difference between KM 2.0 and 3.0 is that 3.0 recognizes the need to filter out irrelevant information. Effective KM requires a cultural shift towards openly sharing knowledge and making KM part of employees' regular work.
Knowledge management is important for organizations today for three main reasons: globalization, leaner organizations with increased workloads, and corporate amnesia due to increased workforce mobility. Effective knowledge management involves capturing knowledge (tacit and explicit), sharing knowledge through communities of practice, and embedding knowledge management systems into organizational processes. Key technologies that support knowledge management include intranets, groupware, document management systems, and knowledge bases. Case studies of knowledge management in Indian companies like NTPC, PowerGrid, and IT industries demonstrate how capturing tacit knowledge, collaborating, disseminating best practices, and driving innovation can provide benefits at the individual, community, and organizational levels.
This document provides an introduction to knowledge management. It discusses that knowledge management is not just a technology issue and should involve cultural and process aspects. It also differentiates between data, information, and knowledge. Effective knowledge management requires leadership, trust, collaboration, and the right culture. Technology can help manage knowledge content and enable knowledge sharing, but should not be the primary focus. The needs and roles of both knowledge workers and end users must be considered.
This document provides an overview of knowledge management. It defines data, information, and knowledge and describes explicit and tacit knowledge. It discusses the history of knowledge management from the 1970s to present. It also outlines several common knowledge management models and describes the typical stages in the knowledge management life cycle including information mapping, storage, retrieval, use, and auditing. Finally, it discusses some key terms used in knowledge management.
Gives an overview on knowledge and knowledge management. Discusses the various knowledge management processes and systems necessary for effective knowledge management practice.
The document provides an introduction to the topic of knowledge management (KM) through several presentations. It discusses the history and definitions of KM, elements of a KM initiative including people, processes and technology, and the importance of KM for competitive advantage. It also covers the evolution of KM, the differences between information management and KM, and addresses explicit and tacit knowledge as well as ethics in KM.
Knowledge management in theory and practicethewi025
The document provides an overview and summary of the key concepts from the book "Knowledge Management in Theory and Practice" by Kimiz Dalkir. It discusses several knowledge management cycles and models. It also examines topics like knowledge capture and codification, knowledge sharing through communities of practice, knowledge application at individual and group levels, the role of organizational culture, and tools and strategies for knowledge management. The future challenges of knowledge management are also addressed.
This document discusses the evolution of knowledge management (KM) from KM 1.0 to KM 3.0. KM 1.0 focused on collecting knowledge, KM 2.0 focused on sharing knowledge using social media tools, and KM 3.0 focuses on using existing knowledge to help employees do their jobs. The key difference between KM 2.0 and 3.0 is that 3.0 recognizes the need to filter out irrelevant information. Effective KM requires a cultural shift towards openly sharing knowledge and making KM part of employees' regular work.
The document discusses the role of human resources and training teams in institutionalizing knowledge management in organizations. It defines knowledge management as capturing, distributing, and using knowledge effectively. The central theme is leveraging existing knowledge resources so people reuse best practices rather than reinventing processes. HR can help by focusing on collaborative teams, corporate education, developing a knowledge sharing culture, and making knowledge management part of training programs.
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
The document discusses designing an enterprise knowledge management system to share knowledge across two business units. The system would be capable of creating, capturing, categorizing, managing, and sharing knowledge. It would include features like a portal, communities, collaboration tools, problem solving capabilities, customization options, and publishing and subscribing to knowledge. The goals are to more quickly spread key knowledge, reduce costs through increased reuse, and increase innovation through expert identification and expertise sharing.
The document provides an overview of knowledge management concepts including definitions of data, information and knowledge. It discusses why knowledge management is important for organizations in today's economy. Some key approaches and concepts in knowledge management are explained such as tacit vs explicit knowledge and the knowledge management life cycle. The role of information technology in knowledge management systems is also summarized.
The Why and How of Knowledge Management: Some Applications in Teaching and Le...Olivier Serrat
Knowledge management—the process of identifying, creating, storing, sharing, and using organizational knowledge—aims to provide support for improved decision making. Its higher objective is to advance organizational performance. It is best exercised if the motive behind knowledge management initiatives is clear, with sundry possible areas of activity and associated perspectives.
seminar within a research school for young researchers “Innovations in Knowledge Management Practices” supported by Russian Science Foundation, 10-11 October 2016, Graduate School of Management St. Petersburg State University
http://gsom.spbu.ru/en/all_news/event2016_10_18/
Knowledge management and learning organizationRajan Neupane
Knowledge management and learning organizations were discussed. Knowledge was defined as representing reality based on adequate grounds. Knowledge management focuses on people who create and use knowledge, and the processes and technologies for knowledge creation, storage, and access. A learning organization is one where people continually expand their capacity to achieve desired results through shared visions and mental models, team learning, and personal mastery. Key benefits of knowledge management and learning organizations include competitive advantage through innovation and avoiding reinventing solutions.
Knowledge management and Organizational Learningshiluswami46
Knowledge management and organizational learning are important for organizations to improve performance over time. Knowledge management is the process of creating, acquiring, capturing, sharing and using knowledge, while organizational learning focuses on improving the organization through experience. There are three types of knowledge - tacit knowledge which is personal and difficult to share, implicit knowledge gained from experience, and explicit knowledge which can be easily transmitted. For an organization to learn, individuals must first learn through interpretation of information, then share knowledge in groups to develop new approaches, and finally the organization institutionalizes lessons through experimentation.
Knowledge Management System & TechnologyElijah Ezendu
Knowledge management systems (KMS) aim to support knowledge generation, codification, and transfer in organizations. Various technologies can provide value-adding capabilities to boost and entrench knowledge management, including information technology, communication technology, and media technology. While information technology alone is not knowledge management, different technologies can fulfill deliverables that support knowledge management processes within an organization. Properly identifying an organization's required and applicable knowledge management activities facilitates effective mapping of knowledge management processes, which then determines a fitting knowledge management system.
Describes four levels of knowledge capture: eliciting from individuals, harvesting from communities, gathering from networks, and exploring cyberspace.
The document discusses knowledge management practices and tools. It covers topics such as different types of knowledge, knowledge processes like identification and acquisition, tools to support knowledge transfer and sharing like databases and incentive systems, and frameworks like the SECI model. The overall purpose is to provide models and guidelines for implementing important practices and tools for professional knowledge management.
Management is what managers do. The document discusses the importance of knowledge management in modern organizations. It defines knowledge management as processes to generate, capture, codify and transfer knowledge across an organization to achieve competitive advantage. Key benefits include facilitating decision-making, building learning organizations, and stimulating cultural change and innovation. Successful knowledge management requires participation from employees, appropriate technology solutions, and standardized processes for knowledge contribution and retrieval. It also outlines six key knowledge assets in an organization.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
This document summarizes the key points made by Judith Jones, CEO of Architecting the Enterprise, in her presentation at the Telelogic Conference on November 4th 2008 about the value of mature enterprise architecture. She discusses how enterprise architecture exists within every organization and affects its efficiency and effectiveness. It is not optional. She outlines TOGAF as the industry standard architecture framework and how it provides best practices and professionalism. Mature enterprise architecture helps organizations get work done quicker, reduce risks, and lower running costs, demonstrating its business value.
Presentation About what is Knowledge Management but specifically what is Knowledge Management Tools which are Available for Evaluating the Business Models of the Organisation.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
This document summarizes a webinar about artifacts that can enable successful data governance programs. It discusses operating models to formalize roles and responsibilities. It also discusses common data matrices to inventory and track accountability for data. Templates for workflows and issue resolution are presented to formalize processes. These artifacts provide structure and accountability to data governance initiatives.
Here are the key steps in implementing a knowledge management project:
1. Identify a specific problem, process or area for improvement within the organization that knowledge management can address. Starting with a focused project scope allows testing solutions on a smaller scale before broader rollout.
2. Map out the current knowledge flows and gaps related to the target area. Conduct interviews and analyze workflows to understand how knowledge is created, shared and utilized currently.
3. Define objectives and expected benefits. Be clear on what problem the project aims to solve and how success will be measured both quantitatively and qualitatively.
4. Select appropriate tools and technologies. Determine what platforms are needed to capture, codify and distribute knowledge most effectively for the target users
The document summarizes several frameworks for knowledge management strategies proposed by different researchers. Hansen identified two main strategies - codification and personalization. Earl then proposed seven schools of knowledge management that fall under technocratic, economic, and behavioral categories. Alvesson and Karreman described four knowledge management orientations based on modes of interaction and managerial intervention. The document analyzes each framework in detail.
Describes a 3-dimensional framework that structures 1200 relevant terms found in a review of the social science literature. Includes a process for prioritizing social context criteria.
The document discusses the role of human resources and training teams in institutionalizing knowledge management in organizations. It defines knowledge management as capturing, distributing, and using knowledge effectively. The central theme is leveraging existing knowledge resources so people reuse best practices rather than reinventing processes. HR can help by focusing on collaborative teams, corporate education, developing a knowledge sharing culture, and making knowledge management part of training programs.
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
The document discusses designing an enterprise knowledge management system to share knowledge across two business units. The system would be capable of creating, capturing, categorizing, managing, and sharing knowledge. It would include features like a portal, communities, collaboration tools, problem solving capabilities, customization options, and publishing and subscribing to knowledge. The goals are to more quickly spread key knowledge, reduce costs through increased reuse, and increase innovation through expert identification and expertise sharing.
The document provides an overview of knowledge management concepts including definitions of data, information and knowledge. It discusses why knowledge management is important for organizations in today's economy. Some key approaches and concepts in knowledge management are explained such as tacit vs explicit knowledge and the knowledge management life cycle. The role of information technology in knowledge management systems is also summarized.
The Why and How of Knowledge Management: Some Applications in Teaching and Le...Olivier Serrat
Knowledge management—the process of identifying, creating, storing, sharing, and using organizational knowledge—aims to provide support for improved decision making. Its higher objective is to advance organizational performance. It is best exercised if the motive behind knowledge management initiatives is clear, with sundry possible areas of activity and associated perspectives.
seminar within a research school for young researchers “Innovations in Knowledge Management Practices” supported by Russian Science Foundation, 10-11 October 2016, Graduate School of Management St. Petersburg State University
http://gsom.spbu.ru/en/all_news/event2016_10_18/
Knowledge management and learning organizationRajan Neupane
Knowledge management and learning organizations were discussed. Knowledge was defined as representing reality based on adequate grounds. Knowledge management focuses on people who create and use knowledge, and the processes and technologies for knowledge creation, storage, and access. A learning organization is one where people continually expand their capacity to achieve desired results through shared visions and mental models, team learning, and personal mastery. Key benefits of knowledge management and learning organizations include competitive advantage through innovation and avoiding reinventing solutions.
Knowledge management and Organizational Learningshiluswami46
Knowledge management and organizational learning are important for organizations to improve performance over time. Knowledge management is the process of creating, acquiring, capturing, sharing and using knowledge, while organizational learning focuses on improving the organization through experience. There are three types of knowledge - tacit knowledge which is personal and difficult to share, implicit knowledge gained from experience, and explicit knowledge which can be easily transmitted. For an organization to learn, individuals must first learn through interpretation of information, then share knowledge in groups to develop new approaches, and finally the organization institutionalizes lessons through experimentation.
Knowledge Management System & TechnologyElijah Ezendu
Knowledge management systems (KMS) aim to support knowledge generation, codification, and transfer in organizations. Various technologies can provide value-adding capabilities to boost and entrench knowledge management, including information technology, communication technology, and media technology. While information technology alone is not knowledge management, different technologies can fulfill deliverables that support knowledge management processes within an organization. Properly identifying an organization's required and applicable knowledge management activities facilitates effective mapping of knowledge management processes, which then determines a fitting knowledge management system.
Describes four levels of knowledge capture: eliciting from individuals, harvesting from communities, gathering from networks, and exploring cyberspace.
The document discusses knowledge management practices and tools. It covers topics such as different types of knowledge, knowledge processes like identification and acquisition, tools to support knowledge transfer and sharing like databases and incentive systems, and frameworks like the SECI model. The overall purpose is to provide models and guidelines for implementing important practices and tools for professional knowledge management.
Management is what managers do. The document discusses the importance of knowledge management in modern organizations. It defines knowledge management as processes to generate, capture, codify and transfer knowledge across an organization to achieve competitive advantage. Key benefits include facilitating decision-making, building learning organizations, and stimulating cultural change and innovation. Successful knowledge management requires participation from employees, appropriate technology solutions, and standardized processes for knowledge contribution and retrieval. It also outlines six key knowledge assets in an organization.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
This document summarizes the key points made by Judith Jones, CEO of Architecting the Enterprise, in her presentation at the Telelogic Conference on November 4th 2008 about the value of mature enterprise architecture. She discusses how enterprise architecture exists within every organization and affects its efficiency and effectiveness. It is not optional. She outlines TOGAF as the industry standard architecture framework and how it provides best practices and professionalism. Mature enterprise architecture helps organizations get work done quicker, reduce risks, and lower running costs, demonstrating its business value.
Presentation About what is Knowledge Management but specifically what is Knowledge Management Tools which are Available for Evaluating the Business Models of the Organisation.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
This document summarizes a webinar about artifacts that can enable successful data governance programs. It discusses operating models to formalize roles and responsibilities. It also discusses common data matrices to inventory and track accountability for data. Templates for workflows and issue resolution are presented to formalize processes. These artifacts provide structure and accountability to data governance initiatives.
Here are the key steps in implementing a knowledge management project:
1. Identify a specific problem, process or area for improvement within the organization that knowledge management can address. Starting with a focused project scope allows testing solutions on a smaller scale before broader rollout.
2. Map out the current knowledge flows and gaps related to the target area. Conduct interviews and analyze workflows to understand how knowledge is created, shared and utilized currently.
3. Define objectives and expected benefits. Be clear on what problem the project aims to solve and how success will be measured both quantitatively and qualitatively.
4. Select appropriate tools and technologies. Determine what platforms are needed to capture, codify and distribute knowledge most effectively for the target users
The document summarizes several frameworks for knowledge management strategies proposed by different researchers. Hansen identified two main strategies - codification and personalization. Earl then proposed seven schools of knowledge management that fall under technocratic, economic, and behavioral categories. Alvesson and Karreman described four knowledge management orientations based on modes of interaction and managerial intervention. The document analyzes each framework in detail.
Describes a 3-dimensional framework that structures 1200 relevant terms found in a review of the social science literature. Includes a process for prioritizing social context criteria.
This document discusses supply chain management and related topics. It begins with an overview of supply chain management, defining it as the coordination of supply chain activities from suppliers to customers. It then covers value chains and networks, options for restructuring supply chains, the role of e-business in supply chains, and trends in supply chain management. Key points include how information systems help integrate supply chain activities and data, and how trends involve simplification, adaptability, sustainability, and collaboration across supply chains.
There seems to be an 8 Years cycle for PPP’s in Developing Countries which can be extrapolated with caution to other World Regions. The world investments in PPP peaked in Year 2008, thus, we could in 2012 be at the cycle bottom with the next 4-5 exhibiting a strong drive towards PPP investments. The presentation addresses the Middle East / MENA convergence in PPP’s highlighting the various challenges in regards to infrastructure development, socio-economy development and as well as PPP pipeline projects update in the region.
The document discusses the need for systematic management of service level agreement (SLA) data in cloud computing. It proposes using a digraph data model to represent SLA elements and their relationships. This allows SLA data to be efficiently stored, processed, and queried. The digraph model has been implemented using graph databases to allow dynamic concurrent processing of SLA data.
This document discusses dependency injection and inversion of control patterns. It explains that dependency injection frameworks like Angular and Ember use an inversion of control container to manage dependencies and instantiate classes with their dependencies already satisfied. The container owns and manages all class registrations and dependencies. When a class is looked up from the container, it is instantiated with all its dependencies injected. This decouples classes from their concrete dependencies and makes applications more modular and testable.
meet knowledge management, by alexis valourdos ALEXBALOO
Knowledge Management is the best way to safely guide your company to the future..
Easy to comprehend with excellent design and visualization of the storyboard..
Alexis Valourdos is a senior manager in Imako Media s.a. (with a graphic design legacy)
Diagrammatic knowledge modeling for managers – ontology-based approachDmitry Kudryavtsev
Diagrams are an effective and popular tool for visual knowledge structuring. Managers also often use them to acquire and transfer business knowledge. There are many currently available diagrams or visual modeling languages for managerial needs, unfortunately the choice between them is frequently error-prone and inconsistent. This situation raises the next questions. What diagrams/ visual modeling languages are the most suitable for the specific type of business content? What domain-specific diagrams are the most suitable for the visualization of the particular elements of organizational ontology? In order to provide the answers, the paper suggests light-weight specification of diagrams and knowledge content types, which is based on the competency questions and ontology design patterns. The proposed approach provides the classification of qualitative business diagrams.
Kudryavtsev, D. V., Gavrilova, T. A. (2011). Diagrammatic knowledge modeling for managers – ontology-based approach. Accepted poster. International Conference on Knowledge engineering and Ontology Development, 26-29 October, 2011, Paris, France. P. 386-389.
Federal Knowledge Management Initiative Roadmapdowntown76
On February 3, 2009 Neil Olonoff will present a Webinar summarizing the "Federal Knowledge Management Initiative Roadmap." The initiative, begun several months ago by members of the Federal Knowledge Management Working Group, aims to establish an official center for knowledge management in the Federal Government. With this center of operations as a start, the Federal government can begin to foster knowledge sharing practices and culture, build innovation, and find solutions to the Knowledge Retention Crisis. And there is much more to the plan. Learn how you can become a part of this exciting, ambitious new direction for knowledge management in Government, by attending via phone and computer.
Neil is currently the Chair at Federal Knowledge Management Initiative Committee and the Knowledge Management Lead at US Army, HQDA G-4 / Innolog. Neil has over 25 years of experience focused on federal and private sector consulting services in information management, enterprise content management, knowledge management, strategic planning, marketing, and transition management.
This document provides an overview of key concepts and issues related to curriculum studies. It defines curriculum and differentiates between types of curriculum such as planned/intended, enacted, and hidden curriculum. It also discusses forces that influence curriculum construction such as political, economic, and social forces. The document then examines concerns from different stakeholders in the Malaysian context and provides examples of special interest groups that influence curriculum decisions.
Knowledge Management in Software DevelopmentKarsten Jahn
The document summarizes Karsten Jahn's PhD thesis on using knowledge management systems to support knowledge sharing in software development. It outlines four design ideas: 1) Using different KM strategies (codification vs personalization) for different layers (management vs development). 2) Connecting the layers to enable knowledge sharing. 3) Using a wiki to support personalization in development. 4) Using a project management system to support codification in management. It then describes the KiWi knowledge management platform developed through action design research to address identified issues in a case study organization.
Approaches to knowledge packaging and dissemination.ICARDA
The document discusses approaches to knowledge packaging and dissemination for the CACILM knowledge management project. It aims to produce and share useful information with farmers and decision makers in Central Asian countries to improve sustainable land management. The project will define key user groups, understand how best to engage them, and design communication activities and materials tailored to each group. This includes capturing and packaging project results before strategically communicating research findings to influence stakeholders like decision makers, extension services, and development partners.
Craft skills are key to the success of any maintenance organization. Determine the current maintenance craft skill maturity in your organization today and begin the journey to success. If you do not know the current maturity level of your current maintenance craft skills use this Craft Skills Maturity Matrix to determine the maturity level of maintenance skills in your organization.
If an organization does not hire or train the right people, to the right skill level, optimizing Reliability will not occur.
Are you ever stuck in conflicts that seem unresolvable? Do you sometimes wonder about the cause of a conflict, but can’t put your finger on it? Do you ever avoid particular people because the interactions are unpleasant?
In most work environments, power dynamics are an issue we have to manage. Sometimes these dynamics are unseen and unspoken. At their best, power dynamics can be used to build productive relationships, influence others in positive ways, and interact with political savvy. At their worst, power dynamics can result in limited, black and white thinking, bullying and ultimatums in the workplace.
Liderstvo i upravljanje ljudima kako postati uspesan lider menadzer?Miodrag Kostic, CMC
Trening LIDERSTVO Kako voditi a ne upravljati ljudima? Šta je liderstvo? Kako postati uspešan lider menadžer?
Miodrag Kostic - www.miodragkostic.com
Marko Burazor - www.markoburazor.com
POSLOVNA ZNANJA - http://www.poslovnaznanja.com/
Collaborative Knowledge Management in Organization from SECI model FrameworkNatapone Charsombut
A presentation file for TIIM conference 2010 Pattaya Thailand,
ABSTRACT
In the age of social collaboration and sharing that enables by Web 2.0 and Linked Data, many organizations adapt themselves into advantages of interactive, sharing, reusing, interoperability and collaboration on World Wide Web. Organizational learning which is sub of knowledge management also greatly gains benefit from this emerging collaboration culture too. It provides abilities to share valuable insights, to reduce redundant work, to avoid reinventing the wheel, to reduce training time for new employees, to retain intellectual capital as employee turnover in an organization, and to adapt to changing environments and markets.
However, user created content from Web 2.0 multiplying with published structure of data according to Linked Data concept will be a massive amount of data. It is inevitable facing the overwhelming of data. Traditional knowledge management is not designed to extract knowledge from social collaboration. We need a framework that fit for knowledge transfer in highly interaction environment.
SECI model which is a knowledge management based on collaborative knowledge transfer in organization seem to be the best candidate for navigating knowledge creation in this case. This study attempts to address how to apply SECI model to knowledge management system in collaborative organization.
Global knowledge management_pawlowski_2012Jan Pawlowski
The extensive slideset is used for a 5ECTS course on global knowledge management. It covers theoretical aspects as well as practical issues. It is accompanied by a case study on global knowledge management as a practical application of the theoretical concepts. For further information, please contact me.The slides can be used for non-commercial purposes but please inform me how you used them!
The document describes a Knowledge Cafe event aimed at exploring information governance issues through conversation. A Knowledge Cafe brings people together for an open discussion on a topic of mutual interest to share ideas and gain understanding. It describes the cafe process which involves forming small groups to discuss questions, then rotating groups to connect diverse conversations. Principles include encouraging participation, listening more than speaking, and focusing on learning rather than reaching consensus. The goal is to spark new insights and perspectives through an informal and collaborative discussion format.
ExplainsDescribes how KM can support policy development by:
* increasing productivity
* retaining corporate memory
* leveraging value
* increasing capacity
* engaging diversity
Describes a knowledge agenda that extends knowledger management beyond it's traditional boundaries in an organizational context. Considers the extent to which knowledge and knowledge work can be managed.
Describes how human resources could shift from an administrative function that manages staff transactions to the center of an organization's business by managing communities and social networks.
The document discusses two encyclopedias from 1995 - Microsoft Encarta and Wikipedia. It notes that in 1995, an economist would likely say Encarta would become the largest, but by 2010 Wikipedia had become the most popular encyclopedia in the world with millions of articles and contributors while Encarta had shut down. It then discusses principles for engaging knowledge workers, capturing knowledge within organizations, and community and network structures to facilitate knowledge sharing.
Information Services: Breaking down Departmental SilosAlbert Simard
Describes elemental social networking concepts on a base of content management and knowledge services, focusing on interactions among government agencies.
This document introduces the concept of knowledge management. It discusses how knowledge management connects people who have knowledge with those who need it. It also describes how knowledge management provides value by facilitating knowledge creation, retention, and transfer to help organizations learn faster than their competitors and stimulate innovation. Finally, it outlines some common approaches to knowledge management, including using social tools, communities of practice, and networking to share both explicit and tacit knowledge across different levels from personal to organizational.
Managing Knowledge in a Network EnvironmentAlbert Simard
The document discusses knowledge management and networks. It begins by outlining the evolution of knowledge management from the 1st generation focused on technology and explicit knowledge to the 3rd generation centered around networks and tacit knowledge sharing. It then discusses why managing knowledge is important for government organizations and outlines different approaches including organizing knowledge, collaboration, and networks. The rest of the document provides more details on these topics, including defining different types of partnerships and cooperation, using examples like social media networks to illustrate knowledge sharing in networks.
Knowledge for Performance Imporvement
Presented at the International Society for Performance Improvement 2008
Based on the two books by Arthur Shelley:
Being a Successful Knowledge Leader and The Organizational Zoo
The document defines key terms related to knowledge management and discusses its implementation. It begins by defining data, information, knowledge, and wisdom. It then discusses tacit and explicit knowledge and the knowledge conversion process. The rest of the document outlines the definition and goals of knowledge management, its key elements and benefits, and a five stage roadmap for implementation.
Global Collaboration: Both Art & ScienceMike Gotta
Improving collaboration begins with an understanding of organizational dynamics around teams, communities and networks. Various technologies can help depending on situational needs and business requirements.
Knowledge management (KM) refers to a multi-disciplinary approach to achieving organizational objectives by effectively utilizing knowledge. KM involves people management, process management, information management, and explicit and tacit forms of knowledge. The key components of a KM system include knowledge generation, identification, delivery, and storage as well as a supportive culture, skills, leadership, structure, and technology. Benefits of KM include increased collaboration, reduced loss of intellectual capital, decreased costs, improved productivity, and greater innovation.
This PowerPoint presentation was created for one of my graduate courses. The scenario was set in a large company with offices all over the US. Each office does their own training, which is delivered in “stand-up” or “hands-on” mode, and there is no collaboration. This has resulted in a lot of duplication of efforts, wasted resources and time. The access of material is limited as it is stored on the LAN. My task was to make knowledge management recommendations
It was submitted via email, thus no animations and a lot of the explanations are included as notes.
This document discusses frameworks for sharing knowledge within and between organizations by mapping expertise networks. It defines expertise networks as the social, technical, and organizational connections between experts and novices that facilitate problem solving, decision making, and innovation. Mapping these networks can help locate experts, share tacit knowledge, and optimize an organization's intellectual assets. The document also reviews various approaches to expertise management and discusses opportunities to examine expertise networking in healthcare settings to improve interprofessional collaboration.
This document introduces a new paradigm for knowledge management (KM) that focuses on knowledge "manageability". It discusses six levels of KM including transfer, work, collaboration, sharing, assets, and infrastructure. It also outlines four KM management regimes: authoritative hierarchy, organizational structure, negotiated agreement, and responsible autonomy. These regimes describe different approaches to knowledge creation, organization, authorization, and evaluation. The document argues this framework provides a new way to think about moving knowledge across levels and regimes for effective KM.
This document discusses the key enablers of knowledge transfer: culture, technology, and infrastructure. Culture relates to organizational norms and initiatives to instill a knowledge sharing culture. Technology extends the reach and speed of knowledge transfer through platforms and tools. Infrastructure includes the organizational structure, processes, networks, and resources that ensure knowledge flow. Measurement of knowledge transfer focuses on outcomes, activities, and costs to improve sharing processes and ensure efforts stay on track.
This document discusses leveraging NGO resources through knowledge management. It covers how knowledge structures relate to social, business, and technology structures. It defines knowledge management and knowledge work, and outlines a knowledge infrastructure including people, content, tools, processes, and governance. The document then discusses how knowledge management relates to knowledge assets, sharing, collaboration, resources, and stakeholders. It provides examples of understanding, managing, and storing content, as well as retrieving and sharing explicit and collaborative content. The document concludes with the main messages that managing knowledge assets leverages an NGO's capacity, social interaction includes sharing, collaboration, negotiation and competition, and knowledge work involves both technical and social aspects.
A Community of Practice (CoP) is a group of people who share a common interest and work together to improve their knowledge and skills through ongoing interaction and information sharing. Key elements of a CoP include a shared domain of interest, a community of people who interact and learn from each other, and a focus on sharing practices to improve work. CoPs can exist within or between organizations and can operate at local or national levels. They evolve over time through real work, problem solving, learning, and innovation.
Similar to New Approaches to Knowledge Management (part 1) (20)
This document discusses frameworks for understanding organizational social structure and knowledge sharing. It presents a framework with four components of social interaction - situation, scale, interaction, and trust. Each component contains multiple criteria for understanding things like sharing environment, motivation, and management. The frameworks aim to provide a holistic yet structured way to analyze social context and identify priority issues. Workshops are suggested to apply the frameworks and select key actions for knowledge sharing initiatives. While more work is needed, the frameworks offer a starting point for structuring the often complex and diverse area of organizational social context.
Categorizes the organizational social context into six criteria: organizational culture, controlling culture, enabling culture, culture change, employee practices, and cultural leadership. Provides attributes, indicators, and manageability for each criteria
Categorizes 190 terms found in the social science literature into five group social context criteria: positive and negative dynamics, formal and informal structure, and social networks.
Organizes 300 terms related to individual social context found in the literature into seven criteria: psychological, competence, reasoning, participation, relationships, self interest, and emotional intelligence. Lists attributes, indicators and management actions for each criteria.
An enterprise architecture approach is used to integrate social, business, technological, and knowledge structures. A social interaction framework (sharing, collaboration, negotiation, and competition) provides an example of the process.
Describes organizational learning as a five-stage process: individual learning, (cognition), community validation (collaboration), organizational structuring (bureaucracy), formal authorization (decision making), and changes to business processes or products (adaptation).
This document presents a modelling framework for developing models in a regulatory environment. The framework is intended to promote dialogue between analysts, managers, and users. It balances efficiency, effectiveness, cost, and effort. The framework includes four phases (demand, supply, project, use), nine stages (approach, design, establish, etc.), and 34 steps (screening, problem definition, suitability, etc.). It provides 132 considerations to guide decisions at each step, balancing objective and subjective criteria. The goal is to integrate diverse perspectives, increase understanding, and achieve agreed solutions.
Describes a four-quadrant framework for managing social interactions: sharing, collaboration, negotiation, and competition. The framework extends knowledge management beyond the domain of compatible goals to include conflicting goals.
The document discusses the concept of complexity through quotes from various authors. It touches on complexity in nature, science, human systems, and technology. Several quotes note that complexity is ubiquitous and difficult to define or fully understand due to its many forms and interactions within complex systems. Complex systems are seen as highly interconnected with emergent properties that are challenging to predict.
This document summarizes a presentation on competitive intelligence given to the Canadian Knowledge Mobilization Forum. It discusses the diverse perspectives involved in intelligence analysis from managers, analysts, data sources, and users. It defines analysis, synthesis, and intelligence. It outlines the analysis process from collecting information from various sources to organizing, analyzing, and implementing results. It notes that analysis requires balancing structure with flexibility to accommodate diverse human elements.
This document summarizes four knowledge management processes used by Defence Research & Development Canada (DRDC): monitoring the environment, producing intelligence, mobilizing knowledge, and integration. It describes DRDC's environmental monitoring process which involves acquiring external data through 10 pathways, including monitoring cyberspace, media, research, literature, conferences, communities of practice, soliciting practitioners, reviewing experiences, individual discovery, and receiving unsolicited information. Each pathway requires different support services to filter and analyze the acquired information and detect patterns of interest.
The document summarizes the Canadian Forest Service's approach to implementing knowledge management through a series of individual projects. It began with strategic planning for an enterprise-wide solution but then shifted to focusing on specific projects that solved business problems. Five examples of knowledge management process projects are described that focused on preserving, sharing, integrating and managing knowledge. Five content-based projects are also summarized that automated monitoring, compiled data, disseminated knowledge, enhanced client service and preserved knowledge. The document concludes that this "KM by stealth" approach through individual projects was a successful hybrid strategy.
This document presents an innovation architecture framework that integrates people, structure, and services to support and facilitate innovation. It discusses the importance of engaging knowledge workers and promoting a culture of sharing and collaboration. It also outlines elements of an organizational structure and models for knowledge work, transfer, commercialization, and implementation of innovations. The goal is to design an architecture that facilitates knowledge flow and promotes behaviors that support innovation through user-centric tools and systems.
This document discusses a knowledge services architecture that brings people and technology together to manage organizational knowledge. It outlines views related to social structure, governance, intelligence, and innovation. The views describe how knowledge work is supported through communities, decision-making frameworks, monitoring of sources, and processes for development and implementation of new ideas. The overall approach aims to engage knowledge workers and facilitate knowledge sharing and flow across the organization.
The document discusses different approaches to positioning knowledge management (KM) within an organization. It examines KM placement by function, finding that common placements include under information technology, information management, science and technology, human resources, finance, and corporate services, but each has strengths and weaknesses. The document also analyzes KM hierarchical positioning as high (reporting directly to executives), medium (one layer below executives), and low (two or more layers below), noting global companies favor high-medium and governments favor low. In conclusion, the optimal KM positioning depends on an organization's specific context and priorities, though a Chief Knowledge Officer role can help bridge strategic and operational concerns.
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2. Definitions
Paradigm: Shared worldview, or
knowledge “landscape” and all its
implications within which a
discipline legitimately operates
Paradigm Shift: A profound
change in the underlying model
that increases its capacity to
explain observed phenomena; a
higher-order understanding. The Thinker - Rodin
3. Signs of Paradigm Problems
Accumulating anomalies that
the paradigm cannot explain.
Competing concepts, theories,
and principles.
Diverse interpretations of
observations and experience.
Anomalies, disagreements,
and diversity are increasingly
important.
4. What if…
Instead of the mantra that
organizational culture must
change for knowledge
management to succeed,
We ask the question: “Given an
existing culture, what can
knowledge management do to
leverage the value of
organizational knowledge and
increase the productivity of
knowledge work?”
7. Knowledge Infrastructure
work routines
lessons learned,
best practices,
People
learning, motivation,
rewards, incentives,
staffing, skills
roles, responsibilities,
authorities, resources
Content,
Services
data, risk analysis,
reports, monitoring,
operations, policies
Tools
systems to
capture, store,
share, and
process content
KM Levels
Governance
Processes
8. Knowledge Assets
Capture: Represent explicit or tacit
knowledge on reproducible media
Inventory: Find, list, and describe
knowledge; map to business needs,
value and prioritize
Needs: What needs to be known to
accomplish organizational goals; identify
core knowledge
Gaps: Difference between what is known
and what needs to be known
Preserve: organize, store, search &
retrieval, maintain and migrate
throughout life-cycle
KM Levels
10. Collaboration
Dialogue, conversations in groups
Sharing, exchanges among peers
Candor, freedom of expression
Trust, safety, honesty
Transparency, openness
Agreed rules of conduct
Diversity, flexibility, outliers
Equality, meritocracy of ideas
Collective, not individual benefit
KM Levels
11. Social Network Principles
Openness – collaboration based
on candor, transparency, freedom,
flexibility, and accessibility.
Peering – horizontal voluntary
meritocracy, based on fun,
altruism, or personal values.
Sharing – increased value of
common products benefits all
participants.
Acting Globally – value is
created through large knowledge
ecosystems.
Cass Sunstein (2006)
KM Levels
13. Knowledge Transfer
Communications: one-way dissemination of approved
messages and positions.
Transaction: two-way exchanges of knowledge
products & services.
Parallel: Transferring knowledge products & services
from or to two or more providers or users.
Sequential: Multiple organizations sequentially produce
and transfer knowledge products & services.
Cyclic: Knowledge service “value chains” continuously
create and transfer new knowledge.
Network: Interactions among large numbers of
participants in a “knowledge ecosystem.”
KM Levels
17. Engagement
Autonomy: (agreed task, flexible schedule, select
technique, choose team)
Mastery: (mindset, takes time and effort, is asymptotic)
Purpose: (meaningful goals, words are important,
policies)
Daniel Pink (2009)
Creation
19. Communities Create & Validate
Knowledge
Knowledge exists in the minds of people. Experience is
as important as formal knowledge.
Knowledge is tacit as well as explicit. Transferring tacit
knowledge is more effective through human interaction.
Knowledge is social as well as individual. Today’s
knowledge is the result of centuries of collective research.
Knowledge is changing at an accelerating rate. It takes a
community of people to keep up with new concepts,
practices, and technology.
Validation
20. Participants
- Help with their work
- Solve problems
- Find experts
- Receive feedback
- Place to learn
- Enhance reputation
Management
- Connect isolated experts
- Coordinate activities
- Fast problem solving
- Reduce development time
- Standardize processes
- Develop & retain talent
Community Benefits
Outputs
- Tangible: documents, reports, manuals, recommendations,
reduced innovation time and cost
- Intangible: increased skills, sense of trust, relationships,
diverse perspectives, capacity to innovate, spirit of enquiry
Validation
21. Harvesting Methods
Service Center: repository for community outputs;
interface with communities, minimize duplication, inform
communities
Leader: transfer community outputs; Identify emerging
trends, prioritize issues
Sponsor: endorse community outputs; bridge between
the community and the organization, provide support,
minimize organizational barriers
Champion: ensure adoption of community outputs;
communicate purpose, promote the community
Validation
23. Knowledge Services Value Chain
Use
Internally
Use
Professionally
Use
Personally
Create Transform Add Value
Transfer EvaluateManage
Extract
Advance
Embed
Legend
S&T Partners Centre for
Security
Science
Practitioners &
Stakeholders
Organization
24. Knowledge Creation Process
Legend:
Work
Output
Service
Social
Statistical apps.
Store
Analyze
Body of
knowledge Review
Literature
Experimental
design
Test
Experiment
inadequate
adequate
Write
Review
Publish
Edit
Hypothesis
Data
Tacit
Explicit
Product
Gap
Library,
Web,
Search
Expertise
Office app.
Data mgt.
Analysis apps.
Interface
Collaboration
Organization
27. Authorization
Understanding – Keep it simple; one message with stories and
multiple analogies from different perspectives.
Experience – Do your homework; pre-brief decision makers, solicit
opinions, negotiate objections (to a point).
Resources – Pick low-hanging fruit; plan low cost, small effort, low
impact activities.
Management – Think big, start small; divide into small projects with
measurable, high-impact deliverables.
Submission – Leadership is essential; bypass unjustified
objections, accept majority vote, authorize work.
Authorization
28. Sustainability
Leadership – Outputs must be delivered within a leader’s tenure;
preferably, get them institutionalized.
Governance – Representative, federated decision making is the only
sustainable governance for knowledge work.
Reorganization – Align a project/activity with the organizational
business model.
Priorities – Align the project/activity with the organization’s long-term
strategy
Support – Deliver initial outputs when & as promised; be prepared to
adapt to changing priorities.
Culture – Develop favorable policies, reward desired behavior, leverage
work, implement helpful systems.
Authorization
32. Definitions
Authoritative Hierarchy: Knowledge creation, management,
and use can be completely, totally, or entirely mandated,
governed, structured, and evaluated. (>90%)
Organizational Structure: Knowledge creation, management,
and use can be predominantly, generally, or mostly
mandated, governed, structured, and evaluated. (50%-90%)
Negotiated Agreement: Knowledge creation, management,
and use can be partly, nominally, or incompletely mandated,
governed, structured, and evaluated. (10%-50%)
Responsible Autonomy: Knowledge creation, management,
and use can be slightly, minimally, or not mandated,
governed, structured, and evaluated. (10%<)
Manageability
35. Main Messages
There are six knowledge
management levels.
There are four knowledge
management regimes
Knowledge flows across all
levels and regimes.
This is a new paradigm for
knowledge management. M. C. Escher (1957)
“Cube with Magic Ribbons”
http://cradpdf.drdc-rddc.gc.ca/PDFS/unc118/p536618_A1b.pdf