Your SlideShare is downloading. ×
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Km intro1
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Km intro1

266

Published on

Main concepts covered in the course

Main concepts covered in the course

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
266
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
5
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Knowledge Management & Organizational learningOctober 7-8
    Introduction (1)
    Professor DovTe’eni
  • 2. The course, today
    Why - Knowledge, why manage K
    What is – K, KM, KMS
    NOT a technology course
  • 3. KM – getting the right K to the right people, at the right time .. sharing for effective action
    On a more serious note …
  • 4. Motivation
    “Knowledge has become the key resource for military and economic strength… is fundamentally different from the traditional key resources of the
    economist – land, labor, and capital…
    we need systematic work on the quality of
    knowledge and the productivity of knowledge…
    the performance capacity, if not the survival, of
    any organization in the knowledge society will
    Increasingly depend on those two factors” [Drucker,1994]
  • 5. Business Motivation
    Benefits of effective KM:
    • Leveraging core business competencies
    • 6. Accelerating innovation and time to market
    • 7. Improving cycle times and decision making
    • 8. Strengthening organizational commitment
    • 9. Building sustainable competitive advantage
    [Davenport & Prusak 1998]
  • 10. Why now KM?
    Increasing Domain Complexity
    Accelerating Market Volatility
    Intensified Speed of Responsiveness
    Diminishing Individual Experience
  • 11. & Organization
  • 12. KM technologies
    Create
    Knowledge
    Sharing
    Knowledge
    KWS: Knowledge
    Work Stations
    GCS: Group
    Collaboration Systems
    CAD
    Virtual reality
    Workstations
    Groupware
    Intranets
    OAS: Office
    Automation Systems
    AIS: Artificial
    Intelligence Systems
    Expert systems
    Intelligent Agents
    Neural nets
    Fuzzy logic
    WP
    DTP
    Web publishing
    Capture &
    Codify
    Knowledge
    Distributing
    Knowledge
    & Organization
  • 13. KMS for spreading the word
  • 14. Tools for creating and organizing information
  • 15. Technologies in plain English
  • 16.
  • 17. Break?
  • 18. Features:
    • Context-dependent
    • 19. Intersubjective meaning
    • 20. Dynamic and tentative meaning
    • 21. Dependent on power/politics
    • 22. Multiple realities/truths
    Objectivism versus subjectivism
    Objectivism
    Subjectivism
    Information
    Knowledge
    Features:
    • Thing = object = product
    • 23. Universal meaning
    • 24. Fixed, objective meaning
    • 25. One reality, one truth
  • What is Objectivism?
    The philosophical tradition that for knowledge development,
    we should view the world as consisting of distinct, disembodied objects
    Objectification
    1 Turning rich lives into manageable objects
    • Spread of abstract systems to everyday life
    • 26. Increasing mediation of human relationships by objects
    • 27. Increasing mediation by ICT (connecting/disconnecting)
    • 28. Stimulated by globalization, marketization, digitization
    2 Pursuing objective truths
    • Focus on external aspects of understanding
    • 29. Focus on objects’ inherent properties
    • 30. True, objective, universal knowledge to master environment
    • 31. Scientific method
    Potential advantages
    Rationality, (scientific) truth, precision, fairness, impartiality
    Potential disadvantages
    Dangerous, inhuman, unfair
  • 32. Information (Knowledge) management:
    Objectivist by default
    Information (knowledge) management
    The gathering, refining, storing, preserving, and disseminating of information (knowledge)
    Domain
    The information (knowledge) supply side
    Rationale
    Promoting unfettered information (knowledge) exchange
    Goal
    Getting the right information (knowledge) in the right form to the right person at the right time
    Mainstream information management: information use is not our business!
    Core concepts
    • Information/knowledge: representations of objective realities
    • 33. Learning: the passive absorption of objective representations
    • 34. Communication: the transfer of representations from senders to receivers
  • What is Subjectivism?
    The philosophical tradition that for knowledge development, we should focus on how people experientially understand their worlds
    Understanding how people intersubjectively construct their relationships with each other and with objects
    • Focus on internal aspects of understanding
    • 35. Focus on objects’ interactional properties
    • 36. Practice-based methods
    The real value of a rose is in people’s interaction (its symbolic value),
    neither in the rose itself (the object) nor in its price (its economic value)
    Potential advantages
    Imaginative rationality, (intersubjective) truth, context, over-timeness
    Potential disadvantages
    Difficult to turn into actionable knowledge and to sell
  • 37. Learning as
    belonging
    Community
    Learning
    Learning as
    doing
    Identity
    Practice
    Learning as
    becoming
    Meaning
    Learning as
    experience
    Wenger, 1998
    Social learning in communities
  • 38. Learning Cycle
    Do
    Concrete
    experience
    Reflective observation
    Active experimentation
    Abstract
    conceptualization
    Bron: Kolb 1960
    Think
    Learning and Knowledge
    • Learning is constructing new meaning that guides daily activities
    • 39. Knowledge is the ability to distinguish
    • 40. Knowledge = set of distinctive evaluations = set of prejudices
  • Designing for learning
    Learning can’t be designed – it can only be frustrated or facilitated
    Imagination
    Alignment
    Convergence
    Coordination
    Jurisdiction
    ‘Modes of Belonging’
    Orientation
    Reflection
    Exploration
    Design
    Engagement
    Mutuality
    Competence
    Continuity
    Wenger, 1998
  • 41. Designing ICT for KM
    MIS
    OA
    TPS
    TPS
    DSS
    ES
    BI
  • 42. A data-information-knowledge pyramid
    ?
    Knowledge
    Information
    Data
  • 43. A data-information-knowledge - sequence
    • Data are symbols inscribed by human hands or by instruments
    • 44. Information is a judgment, by an individual or groups, that given data resolve questions, disclose or reveal distinctions, or enable new action
    • 45. Knowledge is the capacity for effective action in a domain of human actions
  • agent
    Expectations
    Agent knowledge
    Stimuli
    Data
    Information
    Perceptual
    filters
    Conceptual
    filters
    world
    Actions
    Boisot, 2004
    Mental models
    Values
    Common definitions
    In Summary:Information = Data + Meaning
  • 46. Organizational use of information
    We are drowning in information, but starving for knowledge.
    --John Naisbitt
  • 47. Implementation
    We will NOT cover technical
  • 48. Rising above the divide between objectivism and subjectivism
    What do you see (first)?
    Vase/2face
  • 49. Rising above the divide between objectivism and subjectivism
  • 50. Related terms
    A learning organization is an organization skilled in creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights – Garvin, 1983
    Knowledge is power – Bacon, 1597. Organizational politics.
  • 51. Voices from practice
    If HP knew what HP knows, we would be three times as profitable.
    Lewis E Platt, former CEO of HP
    E-mail is where knowledge goes to die.
    Bill French, Consultant

×