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Managing tacit knowledge  case study Managing tacit knowledge case study Presentation Transcript

  • Presented By M.TULASINADH K.B.N PG COLLEGE
  • 1. Information is not knowledge…..2. The only source of knowledge is experience….
  •  Knowledge is like light. Weightless and intangible, it can easily travel the world, enlightening the lives of people everywhere. Yet billions of people still live in poverty unnecessarily. Knowledge Management is a system to facilitate learning, innovation and sharing to achieve the strategic objectives of an organization.
  •  A process by which the expert’s thoughts and experiences are captured A knowledge developer collaborates with an expert to convert expertise into a coded program In simple terms, we want to “know” how experts know what they know .
  •  Focus on how experts approach a problem Look beyond the facts or the heuristics Re-evaluate how well the problem domain is understood How accurate the problem is modeled 4-5
  •  To avoid resources & time in identifying right information. To help creating latest/ updated solution. Avoid duplication of work or ‘reinventing the wheel’ To identify new opportunities, and build on previous work.
  •  EXPLICIT  Can be codified in tangible form  Can be easily communicated and shared  Characteristics – “Know-What”, “Know-Why” and “Know-Who” TACIT  Highly personal and therefore inexpressible  Not easy to visualize and hard to express  Characteristics – “Know-How”  Is highly elusive
  • MOVEMENT OF TACIT KNOWLEDGE “Movement of tacit knowledge within the organization is a distinct experience, not a gradual process of dissemination, and depends on the characteristics of everyone involved…..more of a mindset issue!”
  •  Mere information of law is no longer an USP….. Clients pay for ‘solutions’ not ‘information’ Information imperfections do not exist in the practice of law Real-time transactions require firms to offer real- time solutions Practice of law requires firms to adapt and replicate knowledge into readily usable form
  •  ARTICULATION CHALLENGES  Tacit knowledge is a mixture of deliberations, subjective insight, intuition and judgment  Difficult to articulate and store  Requires extensive personal contact and mentoring CULTURAL CHALLENGES  Sharing not part of corporate culture  Insecurity / Lack of Trust  Lack of absorptive capacity  Intolerance for creativity  ‘Not-invented-here’ or ‘proprietary’ syndrome
  • MODES OF TRANSFERRING – TACIT KNOWLEDGE SOCIALIZATION - Tacit to Tacit Occurs through apprenticeship, mentoring or collegial relations. Also described as “implicit learning” or “learning by doing” EXTERNALIZATION – Tacit to Explicit Written down or communicated through anecdotes, narratives, conversations, memos, emails, presentations, group discussions, etc. Also described as “articulation” COMBINATION – Explicit to Explicit Knowledge transferred though standardized and systematic procedures. For ex., through a computer database INTERNALIZATION – Explicit to Tacit Results in distribution of knowledge throughout the organisation and beyond.
  • ORGANIZATION
  • TOYOTA PRODUCTION SYSTEMTRAINING EMPLOYEESQUALITY CIRCLESCOUNTERMEASURES
  • Communities of Practice Creation of Shared workspace or environment Tacit Knowledge by creating a Cultural Environment Personnel Training Knowledge Sharing Activities Incentives to encourage knowledge sharing Time spent in working hours on knowledge sharing activities should be regarded as legitimate The knowledge sharing depends upon social interactions Tacit Knowledge Thru Strong facilitator Focus on Individual
  • . “Thinking provides knowledge, Knowledge makes you great”  Dr. APJ Abdul Kalam  Honorable President of India from annual address at Saurashtra University, Rajkot, Gujarat
  • . .