Knowledge Sharing is Power

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Knowledge Sharing is Power Presentation

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  • What’s this? Apart from the fact that it says Knowledge Management at the top, why is it important? Wikipedia has 5.5M users, over 2M articles, website ranked 9 th in the world, 16% of all page views in the world – all this is people sharing knowledge on a voluntary basis. Issues of quality, anonymity, currency, vandalism. Knowledge or information? Public access - different from K sharing within an organisation or project.
  • Data - discrete, objective facts (exists without people) A TRAIN DEPARTS EVERY 30 MINUTES Information - data that makes a difference, organised data, useful data (exists but personal CONTEXT starts to come in) THE TRAIN I WANT DEPARTS AT 1700 Knowledge – includes experience, values and insights that act as a framework for interpreting new experiences and information – a process, a human cabability. Only exists with CONTEXT – IF I MISS THE 1700 I WON’T BE HOME IN TIME FOR DINNER, I NEED £2 FOR THE CAR PARK Wisdom – even more context, understanding, values – TRAINS RUN ON RAILS, IF I TRAVEL BY TRAIN IT’S BETTER FOR THE ENVIRONMENT THAN IF I TRAVEL BY CAR Explicit knowledge is knowledge that has been codified (words, numbers, other symbols) and is easily transferable. Tacit knowledge can not easily be codified and is not easily transferred.
  • Includes management of data and information – but this is the easy bit.
  • 14        Human resource management based practices to encourage knowledge flows directly between people (such as incentives for knowledge sharing, networking initiatives and community building).        Information and communications technology projects to facilitate explicit knowledge flows (such as designing portals and intranets and group decision support systems).        Marketing activities that build relationships to encourage knowledge flows into our organizations (such as creating customer relationship management systems). Financial re-evaluations (such as intellectual capital measurement that provide feedback on the effectiveness of knowledge flows).
  • Knowledge Sharing is Power

    1. 1. Knowledge sharing is power Judy Payne, Henley KM Forum October 2007
    2. 2. © 2007 Henley KM Forum DATA Dispersed elements INFORMATION Patterned data KNOWLEDGE Validated platform for action WISDOM Implicitly knowing how to generate, access and integrate knowledge Depthofmeaning Tacit Explicit (from Saint-Onge, 1996)
    3. 3. © 2007 Henley KM Forum What is knowledge management? Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance (Skapinker, 2002)
    4. 4. © 2007 Henley KM Forum Knowledge networks Communities Expertise directories Capture Codify Store “Explicit” Connect Communicate “Tacit” Document Management Processes and workflows (Larry Prusak, IBM) Knowledge Management Continuum
    5. 5. © 2007 Henley KM Forum In practice…  Learning from successes and mistakes – using existing knowledge to improve today’s performance.  Learning how to be more successul – creating new knowledge to improve tomorrow’s performance  Improving collaboration – joining things up  Having the right knowledge in the right place at the right time – to make better decisions
    6. 6. © 2007 Henley KM Forum But…  Knowing is a human capability. Knowledge itself can’t be managed.  Collaboration is a pre-requisite for knowledge creation and sharing.  Collaboration is voluntary.  What we can do is create the right environment and provide appropriate tools for people to collaborate and to create and share knowledge.
    7. 7. © 2007 Henley KM Forum What KM people talk about - environment Culture Trust Learning Collaboration Strategy Change management Performance Alliances and partnerships Knowledge flows Motivation
    8. 8. © 2007 Henley KM Forum What KM people talk about – tools People finders Wikis Extranets and intranets EDMS Post-project reviews After action reviews Storytelling Mentoring and apprenticeships Discussion groups Communities and networks
    9. 9. © 2007 Henley KM Forum Henley KM Forum Integrated KM model External relationships Individual employees Organisation  Nine knowledge flows  Four alignment factors that influence the effectiveness of the knowledge flows: – motivation – skills and knowledge – action required – the environment  KM maturity = all nine knowledge flows working together in an integrated and appropriate way
    10. 10. © 2007 Henley KM Forum KM challenges in project-based organisations Projects are…  Unique – “my project is different so I can’t learn from yours”  Novel – “no-one will have had this problem before…”  Transient – New relationships for each new project  Closely controlled – No free time or space
    11. 11. © 2007 Henley KM Forum Types of project Type 2 Product development Type 1 Engineering Type 3 Systems development Type 4 Research and organisational change Greater chance of failure Greater chance of success Goals well defined Yes No Methods well defined No Yes (Turner and Cochrane, 1993)
    12. 12. © 2007 Henley KM Forum Different management approaches Milestones (components of product) Task and activity scheduling Milestones (life cycle stages) Mission definition, team building, refinement of objectives Greater chance of failure Greater chance of success Goals well defined Yes No Methods well defined No Yes (Turner and Cochrane, 1993)
    13. 13. © 2007 Henley KM Forum Types of KM practice Informal knowledge systems e.g. social spaces; non-billable time Human resources e.g. training and coaching in KM skills; incentives for knowledge sharing External relationships e.g. benchmarking against competitors; membership of external networks Organisational practices e.g. senior responsibility for KM; well-defined project management processes with embedded KM Project practices e.g. project checklists; shared diaries; project reviews; lessons learned sessions Information technology systems e.g. project extranets; data mining
    14. 14. © 2007 Henley KM Forum Different KM approaches? Greater chance of failure Greater chance of success Goals well defined Yes No Methods well defined No Yes (Turner and Cochrane, 1993)
    15. 15. Suddenly, a heated exchange took place between the king and the moat contractor
    16. 16. judy.payne@kmforum.co.u k

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