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KM 101 with a L&D lens
- 1. KNOWLEDGE MANAGEMENT 101 With a L&D Lens Lyn Murnane Knowledge Services Design Consultant BUPA Australia
- 2. OVERVIEW • What is Knowledge Management? • A couple of KM mission statements • KM in 90 seconds • KM strategy in 60 seconds • Learning & Knowledge • Social Learning • Communities of practice • Technology • Slack demo • The Future https://commons.wikimedia.org/wiki/File:Hand_showing_len s_demonstration.jpg
- 3. WHAT IS KNOWLEDGE MANAGEMENT?• What do we know? • What have we learned? • Where do we store what we know? • How do we make that knowledge better? • How do we share it? • “Access to the right information, at the right place and the right time”
- 4. A COUPLE OF KM MISSION STATEMENTS • Accenture • “To create a world class knowledge-sharing culture and environment that contributes to Accenture's success” • BP • We know what we know, learn what we need to learn, and use knowledge for sustained competitive advantage (Internal KM vision) • “Anyone in the organisation who is not directly accountable for making a profit should be involved in creating and distributing knowledge that the company can use to make a profit” (CEO statement) http://www.nickmilton.com/2011/12/15-example-knowledge-management-visions.html
- 5. KM IN 90 SECONDS Nonaka’s SECI model (1991)
- 6. KM STRATEGY IN 60 SECONDS KM Strategy What organisation must know Business Strategy What organisation must do Business Strategy What organisation can do KM Strategy What organisation knows Knowledge gap Strategic gap
- 7. LEARNING & KNOWLEDGE Know what • Knowledge (know-what) refers to explicit understanding about a topic that can be easily transmitted to others Know how • Know-how is often tacit knowledge, which means that it is difficult to transfer to another person by means of writing it down or verbalising it. Photo credit: KM Photo courtesy-of-uthscsaedu
- 8. AN ALTERNATIVE METAPHOR http://ohnotheydidnt.livejournal.com%2F42269065.html&ei=A4fZVMe- IaO8mgXN4oCQBw&bvm=bv.85464276,d.dGY&psig=AFQjCNGaQOufzyxH9cwLc3lPgLasIWkDTg&ust=142362827101 9354 Learning is the skeleton Knowledge is the muscle
- 9. CONSIDER SOCIAL LEARNING • The 70:20:10 framework where 20% (or more) of learning is developed through with and through others from coaching, exploiting personal networks and other collaborative and co- operative actions • Need to develop opportunities for community, collaboration, communication and leadership, and provide the tools to enable that Social Learning Theory https://www.learning- theories.com/social-learning- theory-bandura.html https://www.linkedin.com/pulse/hey-linkedin-how-creating-social-learn index-doug-bush%C3%A9e
- 10. COMMUNITIES OF PRACTICE • A focus on knowledge sharing • Experiential learning • Innovation and problem solving • Social – but directed • Access to expertise • Can have an end date • Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly. • http://wenger-trayner.com/introduction-to- communities-of-practice/
- 11. ROLE OF TECHNOLOGY • A place to capture knowledge (codify) • Allows sharing, conversing and creating across time and space • Allows a ‘local’ experience to become ‘global’ http://www.youthensnews.com/36807/
- 13. SLACK 101 • Demo
- 14. WHAT’S NEXT? • How do we better align learning & knowledge? • How do we ‘handle’ frequent staff turnover • More rapid global and technological changes • How will the social workplace impact learning and knowledge • Needs leadership https://prjeffwilson.files.wordpress.com/2013/05/the-future-next-right.jpg
- 15. THANKYOU • Lyn Murnane • Knowledge Service Design Consultant • @boffin66 • https://www.linkedin.com/in/lynmurnane/
Editor's Notes
- No one single agreed definition but they all seem to build on the same parameters Back in 1994 Thomas Davenport offered the still widely quoted definition: "Knowledge management is the process of capturing, distributing, and effectively using knowledge." B Duhon from the Gartner Group created another second definition of KM in 1988 , which is perhaps the most frequently cited one - "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 challenge is that when something is to be managed it generates a feeling that in order to do this it must be quantified, counted, organised and measured; it must be able to be built, owned and controlled if its value is to be maximised. As a result, approaches to KM have tended to concentrate on attempts to capture and control what is sometimes termed 'structured knowledge’ and intellectual capital. In fact, Knowledge Management comprises a range of practices used by organisations to identify, create, represent, distribute and enable adoption of what it knows, and how it knows it. It is the attempt to secure the experience as well as the work product of individuals within an organisation and equates to much more than just organisational intellectual capital. many people think KM is just about managing a knowledge system.
- Nonaka postulates four modes of “knowledge conversion that are created when tacit and explicit knowledge interact.” Tacit knowledge is often subconscious, internalized, and the individual may or may not be aware of what he or she knows and how he or she accomplishes particular results. At the opposite end of the spectrum is conscious or explicit knowledge -- knowledge that the individual holds explicitly and consciously in mental focus, and may communicate to others. It is his notions about community building for knowledge creation and organisational learning that provide the fundamental underpinnings for a knowledge enabling environment. As explained by Nonaka’s four phase spiral process, knowledge creation is activated and sustained by the continuous social interaction of tacit and explicit knowledge. Nonaka emphasises that the sharing of tacit knowledge takes place through joint activities and requires physical proximity (ie face to face is always important). In Nonaka's spiral of knowledge, tacit knowledge is 'shared' through interpersonal interaction. Process from the individual to the collective.
- Knowledge management strongly aligns to the 70;20;10 framework where a significant proportion of learning is undertaken on the job and within social learning networks knowledge is acquired and understood through action, interaction, and sharing with others. ‘knowing what you know’ Sharing existing knowledge & Knowledge for innovation – ‘creating and converting’ workplaces must provide, and in many organisations are now providing formal and informal learning opportunities for interaction with ideas and among people over time
- While they all have the three elements of a domain, a community, and a practice, they come in a variety of forms. Some are quite small; some are very large, often with a core group and many peripheral members. Some are local and some cover the globe. Some meet mainly face-to-face, some mostly online. Some are within an organization and some include members from various organizations. Some are formally recognized, often supported with a budget; and some are completely informal and even invisible. Or create informal opportunities, someone does a lunch and learn on the conference they recently attended to share learning & knowledge
- Capturing knowledge through resources such as publications, activity reports, lessons learned, interviews, and presentations and then storing that knowledge in repositories or databases Or even videos or social interactions (comments on a social channel) Tech enables crossing of time zones and geographies . The role of technology is a supporting role – putting something on the intranet and capturing it does not turn it into knowledge – “information becomes knowledge only when you make meaning of it, use it in context”
- As workplaces are required to respond to rapid technological change the need for social learning becomes more imperative – workplace turnover higher and knowledge sharing paramount to organizational development and survival. The workplace will become more social, Within this social learning and KM will become a necessity as Gen Ys will expect a collaborative, knowledge sharing, community based, shared leadership approach. community, collaboration, sharing and leadership.