6. Knowledge according to Davenport & Prusak.
“Knowledge is a fluid mix of framed experience, values,
contextual information, and expert insight that provides a
framework for evaluating and incorporating new
experiences and information. It originates and is applied in
the minds of knowers. In organizations, it often becomes
embedded not only in documents or repositories but also
in organizational routines, processes, practices, and
norms.”
Source: Davenport & Prusak, Working Knowledge, p. 5.
9. What is Knowledge Management ?
• knowing what another person
knows.
• gain timely access to such
knowledge or representations of
knowledge.
• willingness to share and engage.
• enabling culture
10. And another view of
Knowledge Management:
Managing based on knowledge is a
transformational shift for most organizations.
“It is a form of expertise-centered management
focusing on using human expertise for business
advantage.”
Source: Marianne Broadbent. (1998, May). The phenomenon of
knowledge management. Information Outlook.
11.
12. Quality Management
Process Control
Map Chart
Check
Sheets Improve Pareto
Performance chart
Histogram Fishbone
Histogram
what are the underlying processes
that govern performance improvement?
15. Where does KM help?
• When Organizations are faced with new
technologies, outsourcing, new partnership,
merging, new government regulations,
economic uncertainty,
• KM teams have provided support through
technology and knowledge transfer, as well as
asset management.
16. Where does KM help?
• When business issues involved capacity
management, cost reduction, and the
environment,
• KM played a part through forecasting/scheduling
and process and technique innovation. And to
improve speed and convenience, KM initiatives
have expanded to address point-of-sale
technology adoption and procedure effectiveness
17. What does it take for an organization to make its tacit
knowledge explicit?
• A “learning organization” culture
• Models for articulation
• Platforms for shared communication
• A staff
• Trust
• Technology support
• Support from organizational leaders
• The will to do so.
18. Chevron’s KM
• Chevron's definition of KM is apt for much of
the industry: processes, tools, and behaviors
that deliver the right content to the right
people at the right time, and in the right
context so they can make the best
decisions, exploit business opportunities, and
promote innovative ideas.
19. All companies face a common challenge: using
knowledge more effectively than their competitors
do." - John Browne, BP Amoco
We must become experts in capturing knowledge,
integrating and preserving it, and then making what
has been learned quickly and easily available to anyone
who will be involved in the next business decision." -
D.E. Baird, Schlumberger
20. "We got into KM because we had so many
projects going on that it was difficult to
standardize without limiting creativity. …
Through KM, different leaders not only
share experience and knowledge, but go
forward to create what I call
'contamination centers' where people
infect each other with ideas." - Rudulfo
Prieto, PDVSA
21. KM Tools & Techniques
Share it … Solve it
• Communities of Practice
• Best Practices
• Knowledge Café
• World Café
• Nominal group
• Storytelling
• Knowledge Bank
• Mind Mapping
• Peer Assist
• Rapid Evidence Review (RER)
This is somewhat philosophical, but thinking about this question and other fundamental questions about knowledge will help you in the future to be able to speak articulately about knowledge management, how it differs from information management and data processing.
