This document discusses using mind mapping to explore user needs and requirements. It begins with an introduction to mind mapping, noting its ability to visualize thoughts in a radial, graphical format. Affinity diagrams and IDEO method cards are presented as similar techniques. The document then demonstrates mind mapping user interviews for a library system project. It generates a mind map of the big picture, use case diagram, and user stories mind map from the interview. The benefits of mind mapping for capturing emotions, ideas, and gaining a high-level view of user needs are highlighted.
Knowledge Management Lecture 1: definition, history and presenceStefan Urbanek
1. Knowledge management aims to leverage collective wisdom to increase organizational responsiveness and innovation through the continuous flow of knowledge to the right people at the right time.
2. It involves strategies, tools, and techniques for managing both explicit knowledge that is recorded as well as tacit knowledge that resides within people.
3. Knowledge management has its roots in the recognition that much of an organization's valuable knowledge walks out the door, and emerged as a field in the 1980s with the proliferation of information technology.
Knowledge management and knowledge sharingAtef Mannaa
This document provides an overview of knowledge management and knowledge sharing by reviewing relevant literature. It discusses definitions of knowledge, distinguishing it from information and data. Tacit and explicit knowledge are described, as are individual, group, and organizational knowledge. Models of knowledge creation and management are examined, including distinguishing different types of knowledge and their interaction. Knowledge management is discussed as focusing on managing existing explicit knowledge or building new knowledge, and the role of information technology versus behavioral aspects are addressed.
This document provides an introduction to knowledge management. It discusses that knowledge management is not just a technology issue and should involve cultural and process aspects. It also differentiates between data, information, and knowledge. Effective knowledge management requires leadership, trust, collaboration, and the right culture. Technology can help manage knowledge content and enable knowledge sharing, but should not be the primary focus. The needs and roles of both knowledge workers and end users must be considered.
This document summarizes a conversation between C. Otto Scharmer and Ikujiro Nonaka about knowledge creation. Nonaka discusses how his interest shifted from information processing to knowledge creation. He realized information processing was insufficient to explain innovation, which stems from subjective beliefs. Nonaka differentiates between tacit and explicit knowledge and proposes four modes of knowledge conversion: socialization, externalization, combination, and internalization. Through the dynamic interaction of these modes, personal knowledge becomes organizational knowledge.
This document provides an introduction to knowledge management (KM) in theory and practice. It discusses KM from multiple perspectives, including:
1. As a business activity that treats knowledge as an explicit concern, reflected in strategy and practice.
2. As a collaborative approach to creating, capturing, organizing, accessing, and using an enterprise's intellectual assets.
3. As drawing upon diverse fields like organizational science, cognitive science, and information technologies to manage both explicit and tacit knowledge.
The document outlines the multidisciplinary nature of KM and identifies key attributes like generating, accessing, using, and measuring knowledge. It also discusses drivers of KM, intellectual capital, and challenges in content management,
Knowledge Based Assets for Competitive Success - KNOWLEDGE CREATION & CAPTUREICAC09
The document discusses knowledge management and knowledge creation. It covers topics such as knowledge assets for competitive success, knowledge creation and capture, knowledge architectures, knowledge audits, technologies for knowledge management systems, knowledge as a competitive force, reasons why organizations implement knowledge management programs, characteristics of knowledge creation, types of knowledge, Nonaka's model of knowledge creation, the knowledge spiral process, identifying knowledge content centers, supporting clients with emphasis on knowledge, knowledge capture, strategic directions for knowledge management, aligning knowledge management and business strategy, the Ernst and Young and Accenture knowledge management processes, the benefits of knowledge management systems, the roles of information technology and portals in knowledge management, intelligent agents, and portal vendors.
This document discusses using mind mapping to explore user needs and requirements. It begins with an introduction to mind mapping, noting its ability to visualize thoughts in a radial, graphical format. Affinity diagrams and IDEO method cards are presented as similar techniques. The document then demonstrates mind mapping user interviews for a library system project. It generates a mind map of the big picture, use case diagram, and user stories mind map from the interview. The benefits of mind mapping for capturing emotions, ideas, and gaining a high-level view of user needs are highlighted.
Knowledge Management Lecture 1: definition, history and presenceStefan Urbanek
1. Knowledge management aims to leverage collective wisdom to increase organizational responsiveness and innovation through the continuous flow of knowledge to the right people at the right time.
2. It involves strategies, tools, and techniques for managing both explicit knowledge that is recorded as well as tacit knowledge that resides within people.
3. Knowledge management has its roots in the recognition that much of an organization's valuable knowledge walks out the door, and emerged as a field in the 1980s with the proliferation of information technology.
Knowledge management and knowledge sharingAtef Mannaa
This document provides an overview of knowledge management and knowledge sharing by reviewing relevant literature. It discusses definitions of knowledge, distinguishing it from information and data. Tacit and explicit knowledge are described, as are individual, group, and organizational knowledge. Models of knowledge creation and management are examined, including distinguishing different types of knowledge and their interaction. Knowledge management is discussed as focusing on managing existing explicit knowledge or building new knowledge, and the role of information technology versus behavioral aspects are addressed.
This document provides an introduction to knowledge management. It discusses that knowledge management is not just a technology issue and should involve cultural and process aspects. It also differentiates between data, information, and knowledge. Effective knowledge management requires leadership, trust, collaboration, and the right culture. Technology can help manage knowledge content and enable knowledge sharing, but should not be the primary focus. The needs and roles of both knowledge workers and end users must be considered.
This document summarizes a conversation between C. Otto Scharmer and Ikujiro Nonaka about knowledge creation. Nonaka discusses how his interest shifted from information processing to knowledge creation. He realized information processing was insufficient to explain innovation, which stems from subjective beliefs. Nonaka differentiates between tacit and explicit knowledge and proposes four modes of knowledge conversion: socialization, externalization, combination, and internalization. Through the dynamic interaction of these modes, personal knowledge becomes organizational knowledge.
This document provides an introduction to knowledge management (KM) in theory and practice. It discusses KM from multiple perspectives, including:
1. As a business activity that treats knowledge as an explicit concern, reflected in strategy and practice.
2. As a collaborative approach to creating, capturing, organizing, accessing, and using an enterprise's intellectual assets.
3. As drawing upon diverse fields like organizational science, cognitive science, and information technologies to manage both explicit and tacit knowledge.
The document outlines the multidisciplinary nature of KM and identifies key attributes like generating, accessing, using, and measuring knowledge. It also discusses drivers of KM, intellectual capital, and challenges in content management,
Knowledge Based Assets for Competitive Success - KNOWLEDGE CREATION & CAPTUREICAC09
The document discusses knowledge management and knowledge creation. It covers topics such as knowledge assets for competitive success, knowledge creation and capture, knowledge architectures, knowledge audits, technologies for knowledge management systems, knowledge as a competitive force, reasons why organizations implement knowledge management programs, characteristics of knowledge creation, types of knowledge, Nonaka's model of knowledge creation, the knowledge spiral process, identifying knowledge content centers, supporting clients with emphasis on knowledge, knowledge capture, strategic directions for knowledge management, aligning knowledge management and business strategy, the Ernst and Young and Accenture knowledge management processes, the benefits of knowledge management systems, the roles of information technology and portals in knowledge management, intelligent agents, and portal vendors.
The document discusses organizational learning and knowledge creation. It provides definitions of a learning organization and communities of practice. It then describes the cycle of knowledge creation involving the conversion of tacit knowledge to explicit knowledge. This cycle includes socialization, externalization, combination, and internalization. Effective learning involves a social process within communities of practice and managing the interplay between tacit and explicit knowledge.
This document discusses knowledge creation and management in organizations. It describes how knowledge activities like acquisition, selection, sharing and generation are important for organizational success and survival. It also discusses knowledge attribute dimensions, maturation cycles, and models for sharing and creating knowledge. Finally, it explores how organizations can use knowledge for sense-making and innovation, and how focusing on learning processes can help organizations adapt to changing environments.
Knowledge management in theory and practicethewi025
The document provides an overview and summary of the key concepts from the book "Knowledge Management in Theory and Practice" by Kimiz Dalkir. It discusses several knowledge management cycles and models. It also examines topics like knowledge capture and codification, knowledge sharing through communities of practice, knowledge application at individual and group levels, the role of organizational culture, and tools and strategies for knowledge management. The future challenges of knowledge management are also addressed.
Knowledge management explained by Enamul HaqueEnamul Haque
Knowledge Management, (KM) is a concept and a term that arose approximately two decades ago, roughly in 1990. Quite simply one might say that it means organizing an organization's information and knowledge holistically, but that sounds a bit wooly, and surprisingly enough, even though it sounds overbroad, it is not the whole picture. Very early on in the KM movement, Davenport (1994) offered the still widely quoted definition:
"Knowledge management is the process of capturing, distributing, and effectively using knowledge."
This definition has the virtue of being simple, stark, and to the point. A few years later, the Gartner Group created another second definition of KM, which is perhaps the most frequently cited one (Duhon, 1998):
"Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers."
The document discusses key concepts in knowledge management including definitions, types of knowledge, knowledge life cycles, learning styles, technologies, and roles in organizations like libraries. It defines knowledge management as planning, designing, building, operating and maintaining knowledge management systems to manage both explicit and tacit knowledge. Success requires leadership, culture, infrastructure and connecting people with information and each other.
The document provides an overview of knowledge management concepts including definitions of data, information and knowledge. It discusses why knowledge management is important for organizations in today's economy. Some key approaches and concepts in knowledge management are explained such as tacit vs explicit knowledge and the knowledge management life cycle. The role of information technology in knowledge management systems is also summarized.
Knowledge Management Lecture 2: Individuals, communities and organizationsStefan Urbanek
Knowledge management provides benefits for individuals, communities, and organizations. For individuals, it helps with job tasks, builds community bonds, and allows people to keep updated. For communities, it facilitates knowledge growth, transfer, and measuring value. For organizations, it helps drive strategy, solves problems quickly, diffuses best practices, increases innovation, improves embedded knowledge in products/services, and builds organizational memory.
This document provides an overview of knowledge management (KM) principles and practices. It discusses the history and evolution of KM, from early informal knowledge sharing between individuals to modern formalized approaches. Key aspects of KM covered include the distinction between explicit and tacit knowledge, protecting knowledge assets, dimensions of knowledge, and the KM cycle of vision, generation, acquisition, capture, transformation, transfer and application of knowledge. The goal of KM is to harness expertise and continuously develop individual and organizational learning to achieve business objectives.
Keynote for young entrepreneurs on neurobiological and systemic aspects of collaboration.
Building strong professional relationships and partnerships has always been the focus of my work. During the last 30 years of my involvement as a manager and coach , the approach I am applying today to manage and train to initiate and sustain collaborations and partnerships has changed significantly. This means, I have come up with a person-centered way of dealing with innovation, entrepreneurship and management processes, leading teams and managing collaboration in organizational, regional and international environments. It includes dealing with resistance, anxieties and change. This is why this presentation will focus on a model of collaboration and innovation processes based on the concept of the human-centered approach by Carl R. Rogers, recent insights into neurobiological findings about the impact of emotions in decision-making processes and the hypnosystemic approach of Milton Erickson and Gunther Schmidt.
This presentation has been held in front of young entrepreneurs at the FAME Coaching Day of the Heidelberg Innovation Forum 21. March 2013.
What is the biggest question for anyone looking to dramatically increase their success...
How do I harness my knowledge, experience and networks to drive important decisions or solve problems?
What if you could gain the productive and telling insights to drive better, faster, more relevant decisions and solve problems in a simple, visually engaging way?
Deep Smarts refer to experience-based wisdom that is critical for managers to understand. They are a potent form of expertise based on life experiences and tacit knowledge. Leaders with Deep Smarts have the judgment and understanding to effectively address complex issues. However, as Baby Boomers retire, there is a risk of losing the Deep Smarts within organizations. The document discusses how Deep Smarts are acquired through experience over time and shaped by internal beliefs and external social influences. It also outlines strategies for cultivating, transferring and protecting Deep Smarts within an organization.
This document is a dissertation submitted to Bradford University in 2008 exploring knowledge management in the construction industry. It presents a literature review on knowledge management concepts, tools and their application in construction. The author aims to develop a framework linking intellectual capital and knowledge management processes in construction. A case study of AMA Group, a Bahraini construction company, is used to evaluate knowledge practices and determine if a formal knowledge management strategy is needed. The dissertation examines knowledge management enablers and processes to develop a framework for managing intellectual capital in project-based construction environments.
The document discusses the concept of "Ba", a shared space for knowledge creation proposed by Japanese philosophers. It provides three types of Ba - physical, virtual, and mental. Ba exists at different levels from individual to organization and beyond. Knowledge is also categorized into explicit and tacit forms. The SECI model is presented as a framework for knowledge conversion between tacit and explicit through socialization, externalization, combination, and internalization processes. Examples of companies applying Ba concepts such as dedicated teams and cross-functional groups at Toshiba and Maekawa are outlined.
The document discusses knowledge management (KM) and its benefits. KM is defined as enabling individuals and teams to collectively create, share, and apply knowledge to achieve objectives. Benefits include reduced time-to-market, increased revenue and profit margins. Examples show companies saving billions through KM. Knowledge is formed from data and information, and can be explicit or tacit. Tacit knowledge is stored in people's minds while explicit knowledge is written down. KM tools and communities of practice help capture and share knowledge.
Lecture 3 - KNOWLEDGE CREATION AND KNOWLEDGE MANAGEMENT ARCHITECTUREMobi Marketing
The document discusses knowledge creation and knowledge architecture. It covers challenges in building knowledge management systems, compares knowledge management system life cycles, and outlines an 8 stage knowledge management system life cycle. It also discusses knowledge creation, infrastructure, architecture, and whether to build or buy a knowledge management system. Finally, it presents models for knowledge conversion and a 7 layer knowledge management system architecture.
This document summarizes a journal article about rational intuition as a potential source of competitive advantage in strategic management decision making. It discusses how intuition emerges from deep experience and knowledge stored in the brain. Examples are given of business leaders like Henry Ford, Vernon Hill of Commerce Bancorp, and Guy Laliberte of Cirque du Soleil who had flashes of intuition that led to innovative new strategies and products. Intuition is described as emerging from accumulated knowledge in response to a stimulus question, and can provide insights into weak signals and patterns that others may miss. The concept of microfinance is discussed as originating from Mohammad Yunus's intuition while observing impoverished communities in Bangladesh.
This document classifies computing devices and software into different categories. On the device side, it separates components into input, output, processing, memory, and storage devices. It also breaks down computers into personal computers, workstations, game consoles, servers, clients, mainframes, supercomputers, handhelds, PDAs, smartphones, media players, and microcontrollers. The software is divided into application software like Microsoft Office products, and system software that supports the computing devices and applications.
This document discusses the concept of co-opetition, where firms simultaneously compete and cooperate. It describes how firms and organizations define their boundaries based on antagonistic, cooperative, or neutral relations with others. It also discusses how co-opetition can create situations of adverse selection and asymmetric information as firms try to compete and cooperate for the same market space. The document explores how concepts from ecology and ethology can help understand co-opetition, and suggests that co-opetition creates an environment of "adverse learning" for organizations.
The document discusses organizational learning and knowledge creation. It provides definitions of a learning organization and communities of practice. It then describes the cycle of knowledge creation involving the conversion of tacit knowledge to explicit knowledge. This cycle includes socialization, externalization, combination, and internalization. Effective learning involves a social process within communities of practice and managing the interplay between tacit and explicit knowledge.
This document discusses knowledge creation and management in organizations. It describes how knowledge activities like acquisition, selection, sharing and generation are important for organizational success and survival. It also discusses knowledge attribute dimensions, maturation cycles, and models for sharing and creating knowledge. Finally, it explores how organizations can use knowledge for sense-making and innovation, and how focusing on learning processes can help organizations adapt to changing environments.
Knowledge management in theory and practicethewi025
The document provides an overview and summary of the key concepts from the book "Knowledge Management in Theory and Practice" by Kimiz Dalkir. It discusses several knowledge management cycles and models. It also examines topics like knowledge capture and codification, knowledge sharing through communities of practice, knowledge application at individual and group levels, the role of organizational culture, and tools and strategies for knowledge management. The future challenges of knowledge management are also addressed.
Knowledge management explained by Enamul HaqueEnamul Haque
Knowledge Management, (KM) is a concept and a term that arose approximately two decades ago, roughly in 1990. Quite simply one might say that it means organizing an organization's information and knowledge holistically, but that sounds a bit wooly, and surprisingly enough, even though it sounds overbroad, it is not the whole picture. Very early on in the KM movement, Davenport (1994) offered the still widely quoted definition:
"Knowledge management is the process of capturing, distributing, and effectively using knowledge."
This definition has the virtue of being simple, stark, and to the point. A few years later, the Gartner Group created another second definition of KM, which is perhaps the most frequently cited one (Duhon, 1998):
"Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers."
The document discusses key concepts in knowledge management including definitions, types of knowledge, knowledge life cycles, learning styles, technologies, and roles in organizations like libraries. It defines knowledge management as planning, designing, building, operating and maintaining knowledge management systems to manage both explicit and tacit knowledge. Success requires leadership, culture, infrastructure and connecting people with information and each other.
The document provides an overview of knowledge management concepts including definitions of data, information and knowledge. It discusses why knowledge management is important for organizations in today's economy. Some key approaches and concepts in knowledge management are explained such as tacit vs explicit knowledge and the knowledge management life cycle. The role of information technology in knowledge management systems is also summarized.
Knowledge Management Lecture 2: Individuals, communities and organizationsStefan Urbanek
Knowledge management provides benefits for individuals, communities, and organizations. For individuals, it helps with job tasks, builds community bonds, and allows people to keep updated. For communities, it facilitates knowledge growth, transfer, and measuring value. For organizations, it helps drive strategy, solves problems quickly, diffuses best practices, increases innovation, improves embedded knowledge in products/services, and builds organizational memory.
This document provides an overview of knowledge management (KM) principles and practices. It discusses the history and evolution of KM, from early informal knowledge sharing between individuals to modern formalized approaches. Key aspects of KM covered include the distinction between explicit and tacit knowledge, protecting knowledge assets, dimensions of knowledge, and the KM cycle of vision, generation, acquisition, capture, transformation, transfer and application of knowledge. The goal of KM is to harness expertise and continuously develop individual and organizational learning to achieve business objectives.
Keynote for young entrepreneurs on neurobiological and systemic aspects of collaboration.
Building strong professional relationships and partnerships has always been the focus of my work. During the last 30 years of my involvement as a manager and coach , the approach I am applying today to manage and train to initiate and sustain collaborations and partnerships has changed significantly. This means, I have come up with a person-centered way of dealing with innovation, entrepreneurship and management processes, leading teams and managing collaboration in organizational, regional and international environments. It includes dealing with resistance, anxieties and change. This is why this presentation will focus on a model of collaboration and innovation processes based on the concept of the human-centered approach by Carl R. Rogers, recent insights into neurobiological findings about the impact of emotions in decision-making processes and the hypnosystemic approach of Milton Erickson and Gunther Schmidt.
This presentation has been held in front of young entrepreneurs at the FAME Coaching Day of the Heidelberg Innovation Forum 21. March 2013.
What is the biggest question for anyone looking to dramatically increase their success...
How do I harness my knowledge, experience and networks to drive important decisions or solve problems?
What if you could gain the productive and telling insights to drive better, faster, more relevant decisions and solve problems in a simple, visually engaging way?
Deep Smarts refer to experience-based wisdom that is critical for managers to understand. They are a potent form of expertise based on life experiences and tacit knowledge. Leaders with Deep Smarts have the judgment and understanding to effectively address complex issues. However, as Baby Boomers retire, there is a risk of losing the Deep Smarts within organizations. The document discusses how Deep Smarts are acquired through experience over time and shaped by internal beliefs and external social influences. It also outlines strategies for cultivating, transferring and protecting Deep Smarts within an organization.
This document is a dissertation submitted to Bradford University in 2008 exploring knowledge management in the construction industry. It presents a literature review on knowledge management concepts, tools and their application in construction. The author aims to develop a framework linking intellectual capital and knowledge management processes in construction. A case study of AMA Group, a Bahraini construction company, is used to evaluate knowledge practices and determine if a formal knowledge management strategy is needed. The dissertation examines knowledge management enablers and processes to develop a framework for managing intellectual capital in project-based construction environments.
The document discusses the concept of "Ba", a shared space for knowledge creation proposed by Japanese philosophers. It provides three types of Ba - physical, virtual, and mental. Ba exists at different levels from individual to organization and beyond. Knowledge is also categorized into explicit and tacit forms. The SECI model is presented as a framework for knowledge conversion between tacit and explicit through socialization, externalization, combination, and internalization processes. Examples of companies applying Ba concepts such as dedicated teams and cross-functional groups at Toshiba and Maekawa are outlined.
The document discusses knowledge management (KM) and its benefits. KM is defined as enabling individuals and teams to collectively create, share, and apply knowledge to achieve objectives. Benefits include reduced time-to-market, increased revenue and profit margins. Examples show companies saving billions through KM. Knowledge is formed from data and information, and can be explicit or tacit. Tacit knowledge is stored in people's minds while explicit knowledge is written down. KM tools and communities of practice help capture and share knowledge.
Lecture 3 - KNOWLEDGE CREATION AND KNOWLEDGE MANAGEMENT ARCHITECTUREMobi Marketing
The document discusses knowledge creation and knowledge architecture. It covers challenges in building knowledge management systems, compares knowledge management system life cycles, and outlines an 8 stage knowledge management system life cycle. It also discusses knowledge creation, infrastructure, architecture, and whether to build or buy a knowledge management system. Finally, it presents models for knowledge conversion and a 7 layer knowledge management system architecture.
This document summarizes a journal article about rational intuition as a potential source of competitive advantage in strategic management decision making. It discusses how intuition emerges from deep experience and knowledge stored in the brain. Examples are given of business leaders like Henry Ford, Vernon Hill of Commerce Bancorp, and Guy Laliberte of Cirque du Soleil who had flashes of intuition that led to innovative new strategies and products. Intuition is described as emerging from accumulated knowledge in response to a stimulus question, and can provide insights into weak signals and patterns that others may miss. The concept of microfinance is discussed as originating from Mohammad Yunus's intuition while observing impoverished communities in Bangladesh.
This document classifies computing devices and software into different categories. On the device side, it separates components into input, output, processing, memory, and storage devices. It also breaks down computers into personal computers, workstations, game consoles, servers, clients, mainframes, supercomputers, handhelds, PDAs, smartphones, media players, and microcontrollers. The software is divided into application software like Microsoft Office products, and system software that supports the computing devices and applications.
This document discusses the concept of co-opetition, where firms simultaneously compete and cooperate. It describes how firms and organizations define their boundaries based on antagonistic, cooperative, or neutral relations with others. It also discusses how co-opetition can create situations of adverse selection and asymmetric information as firms try to compete and cooperate for the same market space. The document explores how concepts from ecology and ethology can help understand co-opetition, and suggests that co-opetition creates an environment of "adverse learning" for organizations.
Bhuvan accepted Captain Russell's challenge to play a cricket match against the British as an opportunity to bring happiness to his village. He dreamed big by aiming to win tax exemption for 3 years and developed a strategic plan. Bhuvan put the community's interests before his own and motivated his villagers despite initial resistance. He faced further opposition when wanting to include an untouchable player but remained determined. Bhuvan broke down the challenge of learning cricket and emphasized small initial victories. He built his team by understanding each member and assigning roles. Bhuvan backed his team through mistakes and their shared passion led to victory. His leadership lessons included defining goals, celebrating wins, never giving up and making the most of limited resources through
Obama provides leadership lessons on developing communication skills through practicing speeches, connecting with audiences, and listening to others. An effective leader combines a stable strategy with flexible tactics, influences others through empowerment, and remains calm under pressure by not fearing experimentation. Leadership is about connecting with people and dealing in hope.
Yam is the main staple crop in Nigeria, which is a large tuber that is harvested and can last up to 6 months. Yam farming requires clearing the land, planting slices of yams for planting, and replanting after 3 months. There are large festivals held called the New Yam Festival that celebrate the harvesting of the new yam crop each year and feature much food. Other key crops and foods in Nigeria include kola nuts, palm wine, palm oil, maize, melons, and beans.
Yam is the main staple crop in Nigeria, which is a large tuber that is harvested and can last up to 6 months. Yam farming requires clearing the land, planting slices of yams for planting, and replanting after 3 months. There are large festivals held called the New Yam Festival that celebrate the harvesting of the new yam crop each year and feature much food. Other key crops and foods in Nigeria include kola nuts, palm wine, palm oil, maize, melons, and beans.
The 90/10 Principle states that 10% of life is made up of external events outside of our control, while 90% is determined by our internal reactions to what happens. How we react to situations, both positive and negative, has a significant impact on our experiences and outcomes. While we cannot control what happens to us, we can control how we respond. Applying this principle means not letting uncontrolled external events ruin our day and instead focusing on handling situations with composure and optimism. This allows us to avoid unnecessary stress and conflict so that minor issues do not spiral out of control and negatively impact other areas of our lives.
The document describes TweetsGiving, an annual Twitter event organized by Epic Change to celebrate gratitude and raise funds for social change projects. Participants from around the world express gratitude on Twitter and donate money. Funds raised support projects like building classrooms and improving education in Tanzania. The event encourages the power of storytelling and social media to amplify grassroots efforts improving lives worldwide.
The document summarizes a seminar presentation on developing competitive advantage through knowledge rents and asymmetries. It discusses how firms traditionally rely on poor and superficial knowledge in competition rather than deep understanding. It then outlines strategies for building long-term competitive advantage based on developing rich customer knowledge and expertise in one's industry through techniques like customer personalization and community management. As a case study, it examines the French online gaming platform GOA.com and its strategies for capturing and retaining customers through building personal relationships and adapting to community behavior.
Reinventing Business Models In A Time Of Crisispbaumard
The document discusses reinventing business models in times of crisis. It argues that companies must adopt the perspective of rivals, think of demand first and focus on improving the customer experience. Successful companies can become complacent, so they must pay attention to failures and involve customers to drive demand innovation. Identifying unmet customer needs and unused company assets can provide opportunities for growth.
Homage to Nonaka: A journey in knowledge and wisdompbaumard
A presentation at HEC in honor of Professor Ikujiro Nonaka: Jouy en Josas, 23 oct. 2009 « From Aristotle’s Phronesis to Ikujiro Nonaka’s Tacit Knowledge : A Journey in Organizational Wisdom », Research Workshop on Knowledge and Management, HEC.
This document questions the common assumptions around corporate strategy and strategic planning. It summarizes several studies that have found no correlation between strategic planning and corporate performance. It also argues that strategies may be more about maintaining appearances and expectations, rather than rational planning. The document suggests we should question whether measuring strategic plans actually measures organizational success, and whether our models create self-fulfilling prophecies rather than reflect reality. Overall, it advocates moving away from the paradigm that formal strategic planning drives performance.
The document provides biographical information about Joseph Stalin from 1878 until his death in 1953. It details his rise in the Communist Party following the Russian Revolution and his consolidation of power after Lenin's death. Key events included establishing a dictatorship, implementing collectivization, carrying out the Great Purge which eliminated political opponents, and leading the Soviet Union during World War 2 against Nazi Germany.
Social Innovation through FinTech - Shantanu Bhagwat Shantanu Bhagwat
This document discusses the opportunities for financial technology (fintech) in promoting social innovation and development. It notes that a large percentage of the world's population remains "unbanked" without access to formal financial services. Fintech can help address this through approaches like microfinance, peer-to-peer lending platforms, and using blockchain technology to build trust in sharing economy platforms. While fintech growth promises benefits like lower costs and greater financial inclusion, ensuring the poor and vulnerable are not left behind remains a challenge to realizing its potential for development.
Mba master class october 2010 (informality)SuzanneCarrie
The document discusses how informality, serendipity, rule-breaking, deviance, and unconventionality can contribute to successful innovation. It provides examples of innovations that resulted from accidents, deviance from norms, and contributions from outsiders. While these types of innovations are often unplanned, the document argues that organizations can encourage them by embracing informal networks, allowing space for creativity and mistakes, and cultivating open cultures. Managers should recognize that innovation is as much a journey as a planned process and requires balancing formal and informal approaches.
The document discusses the psychological contract of knowledge sharing in technological organizations. It argues that knowledge sharing is a natural act for both animals and humans, as sharing knowledge provides collective benefits. However, four levels of restraining forces can inhibit knowledge sharing in organizations: social, technological, organizational, and personal. At the personal level, barriers include ignorance of one's own knowledge and lack of reflection. To overcome these barriers and encourage more natural knowledge sharing, the document recommends clarifying mutual obligations, ownership of knowledge, and learning duties in the psychological contract between employees and the organization.
Knowledge Management: The Relational Dimensionolonoff
Knowledge management emerged in the 1990s from diverse fields like philosophy, social sciences, and business theory. It faced challenges in its early years from debates over its purpose and influence from vendors. Knowledge management now includes discussions around the nature of organizational knowledge, how knowledge is organized, and relationships within organizations. The document focuses on this third discussion around relationships.
Early approaches viewed knowledge as an object that could be collected, but it evolved to focus on collaboration and knowledge as an activity. A new phase views knowledge as connections based on a relational understanding. This poses a paradox for organizations between technology and complexity versus human connections. It raises questions about how organizations can own knowledge given its tacit nature and implications for innovation.
The Key to Great Teams: Understanding the Human Operating SystemAtlassian
How do organizations become adaptive, agile, and resilient? What fosters trust and makes people feel safe to speak their minds? Stefan Knecht from it-economics – a 2016 Best Workplaces in Germany award recipient – say the master key lies in a social operating system used for over 300,000 years: the human operating system (OS H). Recent findings from behavioral, cognitive, and organizational sciences help us understand parts of this system – like what makes humans tick and how groups successfully form and perform. This talk will explain the idea behind OS H and teach you how you can employ the concept in your own organization to build trust, resiliency, adaptivity, etc. Come away with a solid understanding of social needs and the company dynamics you can help create to meet these needs. Even the best tools and technology will only get you part of the way to building world-class teams.
Stefan Knecht, Manager, it-economics GmbH
This document discusses knowledge management and organizational learning. It begins by motivating the importance of knowledge as a key resource and competitive advantage in today's economy. Effective knowledge management can leverage competencies, accelerate innovation, improve decision-making and build sustainable advantages. The document then discusses challenges like increasing complexity, market volatility and the need for rapid responsiveness that necessitate knowledge management. It outlines different technologies used for knowledge sharing, capture and distribution. The document also discusses philosophical perspectives on knowledge, including objectivism which views knowledge as distinct objects versus subjectivism which focuses on intersubjective understanding. It emphasizes the need to facilitate, rather than design, learning in organizations.
Organisational AnalysisAnalysing and Codifying Organisational .docxvannagoforth
Organisational Analysis
Analysing and Codifying Organisational Knowledge
‹#›
Aims
To discuss knowledge as an organisational resource (VIRO)
To discuss knowledge creation cycles in organisations
To build on your understanding of knowledge cycles organisations.
Codifying knowledge
Controlled dictionaries, vocabularies
Taxonomies
Folksonomies
Organisational Implications
‹#›
Definition of Knowledge Management
“Knowledge Management is the process of capturing, distributing, and effectively using knowledge.”
Davenport, T. and Prusak, L. (1998)
This definition does not commit any stakeholder to any particular form of method or technology.
‹#›
Job Profiles in Knowledge Management
‹#›
Knowledge and Competitive Advantage
As a Resource:
Knowledge, in the organisational context, is:
the sum of what is known among organisational members.
Organisational success requires organisations to develop new techniques and competencies to fully utilise the intelligence & knowledge among its organisational members.
To become aware of and utilise both explicit and tacit knowledge.
‹#›
Knowledge – Resource Based View
Competitive Advantage
Part of strategy is taking a resource based view of the organisation
Knowledge, learning are intangible resources
Competition in the ‘knowledge economy’ requires organisations:
to acquire & make use of (i.e. exploit) existing knowledge (within and beyond the organisation)
manage and utilise knowledge innovatively through exploration and searching for new options
‹#›
Explicit versus Tacit Knowledge
Explicit knowledge:
Can be codified (tangible)
Precisely and formally articulated
Easy to transfer, share, document and communicate
"Explicit knowledge is emphasised as a management tool to be exploited as organisational knowledge. Groupware, intranets, list servers, knowledge repositories, database management and knowledge action networks allow the sharing of organisational knowledge”
Scarbrough et al. (1999)
“Managers hope that these tools will retain knowledge within the company when employees have left, and also that this will encourage learning and the flourishing of communities of interest across functional boundaries"
Radcliffe-Martin, Coakes and Sugden (2000)
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Explicit versus Tacit Knowledge
Tacit knowledge:
Subconsciously understood or applied
Difficult to articulate and often context-specific
Developed from direct action and experience
Shared through conversation or story-telling
"Tacit knowledge is not available as a text. . . .It involves intangible factors embedded in personal beliefs, experiences, and values" (Pan and Scarbrough 1999).
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Knowledge as a Resource
Resource Analysis (VIRO)
Organisational Analysis examines resources as:
V - Valuable
I – Imitable (or non-imitable)
R - Rare
O – Organised (well deployed)
Preparing some business students for their Capstone course
How do we put a “value” on knowledge as a resource?
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Challenges to Knowledge Management
A num ...
This document discusses knowledge management and tacit knowledge. It begins by defining knowledge management as a system to facilitate learning, innovation and sharing to achieve organizational objectives. It then discusses how tacit knowledge, which is highly personal and difficult to express, is captured through experts explaining their thought processes and experiences. The document outlines various challenges in transferring tacit knowledge, such as articulation challenges given its subjective nature, and cultural challenges from lack of trust and intolerance. It proposes modes of transferring tacit knowledge including socialization, externalization, combination and internalization. Specific knowledge management practices like communities of practice and training are suggested.
The concept of managing knowledge or knowledge management has attracted much attention in recent years. Knowledge is not new, but over the last decade or so the concept has grown from a convergence of ideas and existing practice.
This document provides an overview of knowledge management (KM) principles and practices. It discusses the history and evolution of KM, from early informal knowledge sharing between individuals to modern formalized approaches. Key aspects of KM covered include the distinction between explicit and tacit knowledge, protecting knowledge assets, dimensions of knowledge, and the KM cycle of vision, generation, acquisition, capture, transformation, transfer and application of knowledge. The goal of KM is to harness expertise and continuously develop individual and organizational learning to achieve business objectives.
This document introduces the learning theory of connectivism, which argues that learning occurs through the formation of connections within neural networks and between individuals. It describes how connectivism is suited for a digital age characterized by decentralization, democratization, and distributed knowledge. The theory emphasizes that learning resides in diversity of opinions and connections rather than in one individual. Key aspects of connectivism include pattern recognition, connecting specialized information sets, and filtering information to create coherence.
Spiral of Knowledge by Nitin Desai.pptNitinDesai42
This document discusses knowledge management and organizational learning. It introduces Nonaka's model of the spiral of knowledge, which describes how tacit and explicit knowledge are converted between individuals and groups through socialization, externalization, combination, and internalization. Key points include:
- Knowledge exists in both tacit and explicit forms, located in individuals and groups.
- Knowledge is shared and created through various channels like communities of practice or documentation.
- Organizations can translate individual knowledge into collective knowledge through learning processes.
- Nonaka's spiral model shows how knowledge is transformed between tacit and explicit at each stage.
This document discusses the role of libraries in knowledge management. It begins by defining information, knowledge, knowledge management, and the differences between information management and knowledge management. It then examines how the rise of knowledge management has increased questions for librarians about their role. The document proposes that librarians and libraries should take a leadership role in knowledge management by developing knowledge resources, facilitating knowledge sharing and networking, leveraging information technology, and improving user services to support knowledge creation and access.
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10/1/2016
5
Cultivating a Global Mindset
I define globalization as sourcing capital from where it is cheapest, sourcing talent
from where it is best available, producing where it is most cost effective and selling
where the markets are without being constrained by national boundaries.
—N. R. Narayana Murthy, Chairman,
Infosys Technologies
1
There are no German or American companies.
There are only successful or unsuccessful companies.
—Thomas Middlehoff, Chairman ( 1998-2002),
—Bertelsmann AG
2
Individuals differ in how they sense and interpret the world around them. So do
organizations. And these differences matter. They matter because it is how we perceive
our environment as well as ourselves that determines which of the multitude of
opportunities and problems we go after and how we do so.
3
Consider, for example, this
seemingly simple question: “What is Marriott’s market share in the lodging business?”
The answer, or answers, would depend on your perception of the company’s relevant
opportunity space: the North American hotel market, the global hotel market, or the
global lodging market including not only hotels but also other forms of lodging, such
as apartments, college dormitories, and even prisons.
As part of our ongoing research on the global corporation, we posed the following
question to the CEO of one of the world’s largest
pharmaceutical corporations: “What are the three things that might keep you awake at
night?” His response: “First, people development. Second, setting business priorities
to make sure that the short term doesn’t drive out the long term. And, third, setting
the tone for creating a global mindset.” Although their words may differ, other CEOs
and senior executives echo this viewpoint.
Page 2 of 31
10/1/2016
Any company that wants to emerge as the global leader in its industry has to lead in
three tasks: discovering new market opportunities, establishing presence in key
markets, and converting such presence into global competitive advantage. How does
one do that in today’s environment? Rooted in the premise that managers pursue only
those market and resource opportunities that they discern, we would contend that a
deeply embedded global mindset is a prerequisite for global industry dominance. As
Sam Palmisano, CEO of IBM Corporation, observed:
Today, for the first time in human history, everything is connected. There are a
billion people and hundreds of millions of businesses on the World Wide Web. And,
the Web has emerged as much more than a connectivity medium. It has become a
global platform of work Think back to how we at IBM historically developed leaders
all over the world. That model worked well if you put most of your global mission in
the ‘home country’—in our case the U.S.—and installed strong local leaders heading
up local country organizations. In other words, management was still largely
defined by national .
The document discusses how increasing diversity and ubiquity of knowledge embedded in products and people leads to greater business complexity. It provides examples from games like Scrabble to illustrate how measuring the diversity of products a company makes and the ubiquity of those products across companies can serve as a proxy for estimating the knowledge within a company. Greater interaction and relationships between individuals and tasks increases the possible combinations and interactions, further adding to complexity.
keynote at the European Conference on Educational Research in Cádiz, pre-conference on emerging researchers. About networked learning for lifelong learning for all
The document discusses knowledge gatekeepers and their role in facilitating knowledge creation and transfer. It defines knowledge gatekeepers as individuals who connect with external sources of information and act as hubs within information networks. Knowledge gatekeepers help overcome barriers to knowledge sharing posed by cultural differences. They provide a shared context for tacit knowledge exchange and help codify and transmit knowledge between organizations. Their role is important for knowledge-based economies and business performance.
The document discusses the transition from a knowledge economy to a wisdom economy, where wisdom is developed through integrating the head, heart, and intuition. A wisdom economy values qualities over qualifications and is more collaborative and reflective in order to reduce unintended consequences. Dr. Gregory Stebbins is introduced as someone who helps leaders develop "PeopleSavvy" to better understand themselves, others, and their teams through coaching and reflection.
Theoretical framing for integrated information workersSue Myburgh
This document discusses the need for a theoretical framework to unite the various information professions. It argues that information work can be seen as a "metadiscipline" comprised of librarians, archivists, computer scientists and others. Developing a shared understanding of concepts like data, information and knowledge could provide a common language and help integrate these professions. The document also examines the political nature of information and the role of information workers.
Knowledge management involves capturing, organizing, and sharing the right knowledge to the right people. There are several dimensions to implementing knowledge management, including organizational processes and culture, leadership and strategy, and technology. Knowledge exists in various forms, including explicit knowledge that is codified in documents, tacit knowledge that is experience-based and difficult to codify, and embedded knowledge that exists in organizational routines and processes. Proper definitions of data, information, and knowledge are important for understanding knowledge management, where data are discrete facts, information provides context, and knowledge incorporates experience and expertise.
The document discusses challenges facing universities in the 21st century due to increased competition, changing student demographics, and evolving nature of knowledge. It notes competition from for-profit universities, corporate universities, and open universities. Today's "Millennial" students expect more interactive, collaborative and mobile learning compared to traditional lectures. The future of knowledge is also challenged as most major transformations in the past developed outside universities. Universities must adapt to preserve valuable knowledge while understanding and disseminating new knowledge in our digital global environment. How universities can remain central to this process is the greatest challenge.
Similar to 1997 New Avenues In Knowledge Creation (20)
1. Are there new avenues in knowledge creation ? Prof. Philippe Baumard Presented at the University of Stockholm to a PhD Seminar organized with Prof. Bo Hedberg Research on Imaginary Organizations, Stockholm School of Business June 8 th , 1997 In honor of my dear friend Bo and his long-lasting influence on how I perceive the world!
2. Part I What is knowledge ? How is it generated ?
3. What is “knowledge” ? A balance between dependent and autonomous processes, outputs, and inputs : “Da-Sein” Representations Post-dictive Pre-dictive Instant Abstractive Un-abstractive Insights FOK Feeling Of Knowing Constructions Modelisations Imagination Procdural technologies Know-How Skills Talent Foreknowledge Intuition Premonitions Sensations HIGHLY AUTONOMOUS
4.
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6. How knowledge is renewed in organizations ? Adapted from Ekstedt, 1989 Organization, Structures & Capital Individuals Generation Where knowledge is embodied... Groups & Communities Socialization Imitation Invention Imagination Learning R&D Investments Scanning Interaction Enactment « Boundary spanners » Intrusions Deviance Crises Action generating KNOWLEDGE GENERATION
7. Through its diffusion… Adapted from Ekstedt, 1989 Organization, Structures & Capital Individuals Generation Diffusion KNOWLEDGE RENEWAL Where knowledge is embodied... Groups & Communities Socialization Imitation Invention Imagination Learning Rotation Standardization Codification Socialisation R&D Investments Scanning Interaction Enactment Routines Explicitations Procedures Redondancies « Boundary spanners » Leadership « Top-Down » Culture Training Reporting Intrusions Deviance Crises Justifying performance Action Action generating Reporting
8. Through its preservation… Adapted from Ekstedt, 1989 Organization, Structures & Capital Individuals Collective memory Individual memory Know-how Communities of practice Generation Diffusion Preservation KNOWLEDGE ASSIMILATION Where knowledge is embodied... Groups & Communities Socialization Imitation Invention Professional codes and traditions Imagination Codified norms Archives Patents & Secrets Learning Rotation Databases Contracts Reports Specialization Standardization Codification Socialisation Dynamic preservation though action R&D Investments Scanning Interaction Enactment Routines Explicitations Procedures Redondancies « Boundary spanners » Leadership « Top-Down » Culture Training Reporting Intrusions Deviance Crises Justifying performance Action Action generating Reporting Rules of thumb
9. Through its discontinuation… Adapted from Ekstedt, 1989 Organization, Structures & Capital Individuals Collective memory Individual memory Know-how Communities of practice Generation Diffusion Preservation Discontinuation KNOWLEDGE RENEWAL Where knowledge is embodied... Groups & Communities To forget To unlearn To convert Socialization Imitation Invention Professional codes and traditions Organization dissolution Socialization "flakes" Imagination To resign Transfer Reengineering Restructuration Fusion & decline Codified norms Archives Patents & Secrets Learning Rotation Databases Contracts Reports Divisionnalization Specialization Standardization Codification Socialisation Dynamic preservation though action R&D Investments Scanning Interaction Enactment Routines Explicitations Procedures Redondancies « Boundary spanners » Leadership « Top-Down » Culture Training To self-deceive Reporting Intrusions Intangible assets depreciation Normalisation Deviance Deviance Crises Justifying performance Action Action generating Reporting Rules of thumb
17. How ambiguity and (un)learning interact ? (inspired from Levine, 1985; Hedberg, 1981; March, Olsen, 1975; Quinn, Cameron, 1988; Starbuck, 1983; Weick, 1976; Baumard, 1996; Brown & Duguid, 1991) Ambiguity KILLING IGNORING ACKNOWLEDGING Individuals Groups Bonding through diffuseness Adapting through loose-coupling Organizational reframing Generating organizational slack Self-protection (opacity) Evocative allusions (metaphors) Escalating of commitment Relying on affect solely Clearing premises Self-deception Forcing univocality (cognitive mastery) Individual reframing Thriving in the fog (opportunistic) Monopoly of esoteric knowledge Instrumental indeterminacy Relying on myths Relying on traditions & programs Tests and conflicts avoidance Collective defensiveness Self-deception Descrimination Blind Spoting Enforcing rules IMPOSING NEW KNOWEDGE INFUSING NEW KNOWLEDGE AVOIDING NEW KNOWLEDGE Reconciliating old and new knowledge Acknowledging knowledge propension for its autonomous development Fossilizing old knowledge Opposing old and new knowledge Old knowledge is viewed as a sin New knowledge is univocal Exploiting equivocality Preparing ground for clashing frames (implicit incompatibility keeps on growing) Developing communities of practice Institutionalization of defensive routines.
18.
19. Part III Do New Organizational Forms can contribute to Knowledge Generation ? Why ? And How ?
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23. Both hierarchies and IO, however, need interpersonal networks… Societal Integrity (knowledge externality) Its social value Individualistic Integrity (knowledge internality - the inner value) Generating Visibility Preserving From Visibility Talents From Christian Maravelias & Ph. Baumard, 1997 IMAGINARY ORGANISATIONS INTERPERSONAL NETWORKS HIERARCHIES Affective Trust Institutionalized Trust Contracts Moral Trust ? Performative Trust ?
24. Are IO purposefully ambiguous designs ? Societal Integrity (knowledge externality) Its social value Individualistic Integrity (knowledge internality - the inner value) Generating Visibility Preserving From Visibility Talents From Christian Maravelias & Ph. Baumard, 1997 INDIVIDUAL EXPERTS IMAGINARY ORGANISATIONS INTERPERSONAL NETWORKS HIERARCHIES Affective Trust Institutionalized Trust Contracts Cognitive Trust Moral Trust ? Performative Trust ? MARKET Ontological & scope ambiguity
25. Are IO the organizing principle to generate new knowledge ? COLLECTIVE KNOWLEDGE INDIVIDUAL KNOWLEDGE Generating EXPLICIT KNOWLEDGE Preserving IMPLICIT KNOWLEDGE Talents From Christian Maravelias & Ph. Baumard, 1997 INDIVIDUAL EXPERTS IMAGINARY ORGANISATIONS INTERPERSONAL NETWORKS HIERARCHIES Affective Trust Institutionalized Trust Cognitive Trust Moral Trust ? Performative Trust ? MARKET Ontological & scope ambiguity Routines