The document discusses different types of knowledge and strategies for knowledge transfer. It describes explicit knowledge as being easily codified and communicated, while tacit knowledge is difficult to articulate and usually learned through demonstration. The SECI model of knowledge conversion is introduced, which shows how knowledge is transformed between its tacit and explicit forms through socialization, externalization, combination, and internalization. Common strategies for knowledge transfer discussed include best practices, communities of practice, and electronic technologies. The goal of knowledge transfer is facilitating organizational learning by sharing what is learned in one part of an organization with other parts.
The Art and Practice of Knowledge Transfer,Four Generations of Learning Styles,The Process,Methods of Transferring Knowledge,Barriers to Knowledge Transfer,Incentives to Knowledge Transfer and Benefits of Knowledge Transfer
People gain knowledge if they learn from experience. Learning is thus a vital component of knowledge management and its ultimate end. Collective learning comes from participating in the social processes of collaboration, sharing knowledge, and building on one another's ideas.
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Presentation from the IKM-Emergent group presenting work on M&E of knowledge management. Presentation given during the KMIC webinar organised by USAID.
The Art and Practice of Knowledge Transfer,Four Generations of Learning Styles,The Process,Methods of Transferring Knowledge,Barriers to Knowledge Transfer,Incentives to Knowledge Transfer and Benefits of Knowledge Transfer
People gain knowledge if they learn from experience. Learning is thus a vital component of knowledge management and its ultimate end. Collective learning comes from participating in the social processes of collaboration, sharing knowledge, and building on one another's ideas.
Monitoring And Evaluation Of Knowledge Management ElbEwen Le Borgne
Presentation from the IKM-Emergent group presenting work on M&E of knowledge management. Presentation given during the KMIC webinar organised by USAID.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
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Why knowledge and knowledge management
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This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Introduction
Why knowledge and knowledge management
What is KM
Knowledge Evolution Process
Types of Knowledge
KM Approaches – Overview
Knowledge Creation Model
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Many experts say the rise of embedded and wearable computing will bring the next revolution in digital technology. They say the upsides are enhanced health, convenience, productivity, safety, and more useful information for people/organizations. At KMWorld Confererence, Lee Rainie shares the latest findings from Pew Research about the internet and puts it into organizational context with the expanding Internet of Things.
Managing Tacit And Explicit Knowledge Ratnakarsharmaratnakar_sharma
Knowledge Management is an integrated approach to identifying, capturing, managing and sharing an organization\'s information assets like documents, database, other repositories and employee\'s expertise. It is a conscious strategy of getting the right knowledge to the right people at the right time so they can make the right decisions.
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This presentation explains Tacit and Explicit, the two forms, the knowledge comes from in.
Manufacturer has both tacit (25 plus year employees) and explicit (technical documentation) knowledge then a substantial portion of tacit knowledge is lost due to retirements and voluntary separations.
Axuedu.com is an exhaustive educational portal specially designed for the students pursuing online degrees satisfies all the requirements of the students. The top listings of the universities and International Medical Schools are made available in both country-wise and continent-wise.
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Onboarding anyone to your team can be challenging. You need to bring them up to speed on your business, product, and preferred way of working and communicating. Working with an outsourced QA partner poses unique challenges, but there's a smart, strategic way to approach onboarding and knowledge transfer. Learn more in our latest slide deck!
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To view recording: https://youtu.be/vyjlR6QJp9k or watch the video at end of the slide
The webinar will address how to:
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Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company. He started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building. His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors.
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2. Last week
Horse trotting
Explaining Tacit and explicit Knowledge
Baking Apple Cake
Changing Flat Tyre
Installing windows
Database
Exercising the right way
Banana juice
Making Doughnut
Playing badminton
3. Explicit Knowledge
•Easily written down or codified.
•Easy to articulate and communicate
•Easier to transfer between individuals and organizations.
•Explicit knowledge resides in formulate, textbooks or technical
documents.
4. Explicit Knowledge
•Can easily be transmitted or shared using IT tools.
•IT plays an important role to maintain explicit knowledge.
•Explicit knowledge alone can't create a learning organization.
5. Tacit knowledge
‘‘we know more than we can
tell’’
Tacit knowledge is that which is very difficult to
describe or express.
6. Tacit knowledge
Riding It is the knowledge which is usually
transferred by demonstration, rather than
description, and encompasses such things
as skills.
In contrast to explicit knowledge, tacit
knowledge cannot be explicated fully even
by an expert. It is transferred from one
person to another only through a long
process of apprenticeship (Polanyi, 1966).
Business plan
Choosing the right deal Tacit knowledge is work-related practical
know how that is learned informally on
the job (Wagner and Sternberg, 1987).
7. Baking
Which one is tacit knowledge, which one is explicit knowledge?
Which of these chefs that you would go for train
8. List down the explicit knowledge and
tacit knowledge that you can think of
http://www.youtube.com/watch?v=b9bOIqF7Jag
9. Knowledge conversion
Conversion = Exchange, adaptation, translation
In each case, an individual’s personal
knowledge is transformed into
organizational knowledge, which
expands through the organization and
is valuable to the company as a
whole.
Making personal knowledge available
to others should be the central activity
of the knowledge and innovation
creating company. It takes place
continuously and at all levels of the
organization.
Through these interactions an
organization creates a knowledge
process, called knowledge
conversion.
10. SECI Model
knowledge
conversion
Change
Adapt
The SECI model is a
best approach to
describe the way
knowledge is
generated,
transferred re-
created in an
organization.
17. SECI Model
• Face to face
• Storytelling
• Blog • SOP
• Yahoo groups • Reports
• CoP • Post mortem
• Knowledge fair • Video
• K-space
• Mentoring
• Training
• Reading
• Practicing • Database
• Searching • Report
• Revision • Portal
•Blogging
18. SECI Model: Hopscotch
•Make a group that consist of 4 students in
•a group
•Watch the lecturer
•Play the game
•Reflect back the experience that you
have gone through based on SECI model
•Explain in class
•Upload it in your edublog
30 minutes
19. SECI Model: 7 stones
tacit tacit
Teach
/demonstrate explicit
tacit your friends
Video shows of
7 stones
how to play
socialization externalization
Write down the
Practice + 7
stones
steps from explicit
video
tacit
internalization combination
explicit explicit
21. • Face to face
• Storytelling
SECI model • SOP
• Blog • Reports
• Yahoo groups • Post mortem
• CoP • Video
• Knowledge fair
• K-space
• Mentoring
• Training
• Reading • Database
• Practicing • Report
• Searching • Portal
• Revision
•Blogging
22. Knowledge Transfer
The ability of the organization to transfer knowledge – Critical
factor in KM
Key dimension of a learning organization
Learning occurs when:
knowledge in one part of an organization is transferred effectively to
other parts and used to solve problems
Knowledge is
transferred
23. Strategies of Knowledge Transfer
• Transferring Explicit & Transferring Tacit Knowledge
• Method of knowledge transfer
• Best Practice
• Communities of Practices
• “Water cooler” and “Talk rooms”
• Knowledge Fairs and Open Forums
• Mentoring
• Electronic technologies
24. Strategies of Knowledge Transfer
Best Practices
To identify a documented way of achieving a specific results under specific
circumstances in an effective way.
It is a concept based on lessons learned by one group that are passed on to other
groups.
In this way an individual or organization can focus on performance of the task
rather than first determining the best way to accomplish the task.
This can save both time and money.
Can facilitate a more consistent set of results.
25. Strategies of Knowledge Transfer
Best Practices
Minimize the “silo thinking” in the
organization
This is a metaphor drawn from the
large grain silos that one sees
throughout the US Midwest.
Teams within an organization stand alone
Each silo may be operating quite
effectively in their own right
But they don’t work together to create an
optimal performance for the organization
26. Strategies of Knowledge Transfer
Community of practice
A network of individuals with common problems or
interests who get together to:
Explore ways of working
Identify common solutions
Share good practice and ideas
Learning is social and comes largely from of
our experience of participating in daily life
27. Community of practice: The
Strategies of Knowledge Transfer
characteristics
The practice.
'Members of a
community of practice
are practitioners. They
develop a shared
repertoire of resources:
experiences, stories,
tools, ways of addressing
recurring problems—in
short a shared practice.
This takes time and
sustained interaction'
The domain. The community.
A community of practice is something more than a club of
'In pursuing their interest in their domain,
friends or a network of connections between people. 'It has an
identity defined by a shared domain of interest. Membership members engage in joint activities and
therefore implies a commitment to the domain, and therefore a discussions, help each other, and share
shared competence that distinguishes members from other information. They build relationships that
people enable them to learn from each other’.
28. The Characteristics Of Communities Of
Practice
A community of practice is different from a community of interest or a
geographical community in that it involves a shared practice. Communities of
practice are formed by people who engage in a process of collective learning in a
shared domain of human endeavor:
o A tribe learning to survive
o A band of artists seeking new forms of expression
o A group of engineers working on similar problems
o A clique of pupils defining their identity in the school
o A network of surgeons exploring novel techniques
o A gathering of first-time managers helping
each other cope.
29. Water Cooler
Water cooler
a metaphor for the different ‘talk spaces’ where staff can meet and
talk informally
Dedicated talk spaces
Smart office layout
Smart
office
layout
30. Knowledge Fairs
An event designed to showcase information about a topic
Using speakers, demonstrations, or booths
Displaying information of interest to the attendees
Eg. Pasar Ilmu# 1-8
31. Mentoring
Mentoring is a developmental partnership through which one person shares
knowledge, skills, information, and perspective to foster the personal and
professional growth of someone else.
"a trusted counselor or guide.“
A mentor is an individual, usually older, always more experienced, who helps
and guides another individual’s development.
32. Mentoring
Mentoring can be delivered:
One-on-one, typically with a more senior person mentoring a less senior
individual, or in small teams.
In teams consisting of peers with different backgrounds and skills
mentoring each other or a small group matched with a more senior
person. Peer mentoring teams are effective since they are based on the
concept of mutual benefit; participants receive support and advice as
they provide support and advice for others.
33. Electronic Technologies
• Built to support knowledge management applications
• Fact:
– There is no single technology that is a cure-all for managing
knowledge
– Know which one to select and deploy for the right situation
34. KM Toolkit (Amrit Tiwana )
Intranet
Digital
whiteboard Web
conferencing
KM
Data
warehouse
Groupware
A data warehouse is a central
repository for all or significant
•Collaborative software parts of the data that an
Email
•To facilitate the work of groups. enterprise's various business
•May be used to communicate, systems collect.
cooperate, coordinate, solve
problems, compete, or
negotiate.
35. Benefits of Electronic Technology
Innovation
Generation of new ideas
Productivity
Shortening the cycle times in responding to problems and questions
Competency
The tools will facilitate on-line training and exchange of information
Responsiveness
The tools will enable Just-In-Time (JIT) information, thus ensuring
quick response
36. The Culture of Knowledge Transfer
Lack of trust
Build relationships and trust through face-to-face meetings
Different cultures and vocabularies
Create common ground through education, discussion,
publications, teaming, job rotation
Lack of time and meeting places
Establish times and places for knowledge transfers: fairs, talk
rooms, conference reports
Status and rewards go to knowledge owners
Evaluate performance and provide incentives based on sharing
37. Thank you for listening
Please choose one of this topic, prepare are 10 slides of the topic. Must include,
and example
1. Serial transfer
2. Near transfer
3. Far transfer
4. Strategic transfer
5. Expert transfer
Editor's Notes
Silos are an unwanted outcome of decentralisedmanagement• They occur when departments or teams within an organisation stand alone and do not interact effectivelywith other departments or teams• Each silo may be operating quite effectively in their own right• But they don’t work together to create an optimal performance for the organisationThis is a metaphor drawn from the large grain silos that one sees throughout the US Midwest. It is a term of derision that suggests that each department on an organization chart is a silo and that its stands alone, not interacting with any of the other departmental silos.
Silos are an unwanted outcome of decentralisedmanagement• They occur when departments or teams within an organisation stand alone and do not interact effectivelywith other departments or teams• Each silo may be operating quite effectively in their own right• But they don’t work together to create an optimal performance for the organisationThis is a metaphor drawn from the large grain silos that one sees throughout the US Midwest. It is a term of derision that suggests that each department on an organization chart is a silo and that its stands alone, not interacting with any of the other departmental silos.
According to Etienne Wenger (1998), a community of practice defines itself along three dimensions:What it is about – its joint enterprise as understood and continually renegotiated by its members.How it functions - mutual engagement that bind members together into a social entity.What capability it has produced – the shared repertoire of communal resources (routines, sensibilities, artefacts, vocabulary, styles, etc.) that members have developed over time. (see, also Wenger 1999: 73-84)