Self organization:Taking a Personal Approach toKnowledge Management <br />A proponent’s Observations<br />Nikesh.N<br />
Presentation Agenda<br />What is Personal Knowledge Management ?<br />Why Personal management ?<br />How personal Management ?<br />Knowledge Types and properties in organization<br />KM @ Personal level<br />Competencies needed<br />Skills<br />Tools<br />Conclusion<br />
PKM – What ?<br />Personal Knowledge Management (PKM) is about taking a personal or individual perspective to Knowledge Management rather than an organizational or corporate one. <br />In other words<br />Personal Knowledge Management is taking responsibility for what you know, who you know - and what they know. <br />
Turning back- little history<br />Personal knowledge management (PKM) was a phrase barely whispered during the 1990s.<br /> ( Madan Mohan Rao)<br />BUT…………………<br />Long before…<br /> Peter Drucker defined knowledge age and importance of Knowledge worker and he predicted they would replace the importance of industrial workers<br />And now we are in knowledge age…<br />
Individuals’ success leads to organizational success<br />An empowered organization is one in which individuals have the knowledge, skill,<br />desire, and opportunity to personally succeed in a way that leads to collective organizational<br />success.<br />Stephen R. Covey (1992)<br />
But……………Missing in Many KM systems<br />Personal Knowledge Management (PKM), the set of processes a knowledge worker needs to set up in order to get the best out of his knowledge during his/her daily activities, has often been considered as the missing block in most KM plans within knowledge intensive organisations<br />Davenport and Prusack "Working Knowledge“<br />IS KM failures due to lack of PKM ?<br />Is it due to KM applications that are designed for managers rather than workers ??<br />
KM failures ? Lack of PKM ? <br />“Companies waste billions on knowledge management because they fail to figure out what knowledge they need, or how to manage it,” <br />Thomas A. Stewart, editor of the Harvard<br />Business Review (2002).<br />“Less than 16 percent of the change efforts in business organizations achieve the results hoped for by management and more than 68 percent of these efforts encounter significant problems,”<br />Jeffrey A. Martin and Paul Carlile (2000).<br />
To be effective in today’s jobs, knowledge workers need to manage three kinds of knowledge <br /> their own tacit knowledge<br /> Their interaction with the information available in explicit form<br />Their interactions with other knowledge workers to tap the knowledge implicit in conversations and communities.<br />The skills to do this efficiently and effectively more or less break down into two<br />Information Competencies<br />Social Competencies<br />KM @ personal level<br />
Conclusion<br />Knowledge Tools to Knowledge worker is as what industrial tool to Industrial worker<br />In a knowledge economy, the value of an organization derives from the intellectual capital of its knowledge workers.<br />KM cannot succeed unless every knowledge worker takes personal responsibility for what he or she knows and does not know.<br /> Management has to take responsibility for cultivating an atmosphere in which everyone has a reason to share, while building an infrastructure that makes it easy to share.<br />As like organizational productivity depends on individual productivity, PKM have a greater impact on organizational KM. <br />
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