The document discusses knowledge management, highlighting its importance for organizational objectives and decision-making through the effective sharing and utilization of knowledge. It outlines the processes involved in knowledge management, the benefits it provides, and various types of knowledge, emphasizing the need for a culture that fosters knowledge sharing. The text also introduces models for knowledge conversion and decision-making strategies to enhance organizational capability and response to changing demands.

1. G R E AT OX Y M O R O N
KNOWLEDGE MANAGEMENT
PRESENTED BY:
SANDEEP MENGHANI

2. SANDEEP MENGHANI
Industry Psychologist
Yeshaswi Bhav Training & Management Solutions
 An articulate communicator possessing the ability to
effectively interact with diverse populations of
individuals at a variety of corporate/ academic levels.
 Dedicated experience in formulating and implementing
operational strategies and control systems to achieve
business objectives.
 Keen strategist, adept at creating innovative strategies
and formulating administrative policies for accelerated
growth of the organization and cost optimization with
expertise in entire operations involving General
Management and Administration.

3. KNOWLEDGE MANAGEMENT
Multi- disciplined approach to achieve organizational objectives by
making the best use of knowledge.
Focuses on processes such as acquiring, creating and sharing
knowledge and the cultural and technical foundations that support
them.
Provides the right information to the right people at the right time to
enable informed decision making.
Enables service providers to be more efficient and improve the
quality of service delivered.

4. MANAGEMENT OF KNOWLEDGE WITHIN
ORGANIZATION
Accumulation
Knowledge
Information
Data
Collecting
Synthesizing
Analyzing
Summarizing
Organizing
Decision Making

5. KNOWLEDGE MANAGEMENT
Process to help organization identify, select, organize, disseminate,
transfer information

7. Knowledge
Management
Problem
Solving
Risk
Planning
Dynamic
Learning
Strategic
Planning
Decision
Making
Intellectual
Capital
Reuse

8. VIEWED IN TERMS OF
Knowledge
Management
People Process
Technology
Culture &
Structure

9. VIEWED IN TERMS OF
Knowledge
Management
People
Increase the ability of an individual to influence
Process
Varies from organization to organization.
Technology
Chosen wisely after all the requirements are
established.
Culture
Establishing of a knowledge- focused culture.
Structure
Structures that facilitate knowledge sharing.

10. AT T R I B U T E S O F H I G H P E R F O R M I N G , K N O W L E D G E E N A B L E D
O R G A N I Z AT I O N S

11. KNOWLEDGE CYCLE
Knowledge
Management
Capture
Refine
Store
Use &
Retrieve
Manage
Disseminate
Create
• Review
• Report
• Distribution
• Collaboration
• Retrieval
• Re-use
• Location
• Filing
• Taxonomy
• Re-use
• Work-Flow
• Authenticate
• Approval

12. KNOWLEDGE CYCLE
Creates knowledge through new ways of doing things
Identifies and captures new knowledge
Places knowledge into context so it is usable
Stores knowledge in repository
Reviews for accuracy and relevance
Makes knowledge available at all times to anyone

13. BENEFITS OF KNOWLEDGE
MANAGEMENT
Improves quality of service to users
improves user satisfaction
Increases adoption of self service
Higher first call resolution rates
Reduces time to diagnose incidents and problems
Reduction in training time and costs
Speeds up adoption of new or changed services
Increases responsiveness to changing business demands

15. TWO TYPES OF KNOWLEDGE
EXPLICIT
Documented information that
can facilitate action.
Formal or codified
Documents: reports, policy
manuals, white papers,
standard procedures
Databases
 Books, magazines, journals
IMPLICIT (TACIT)
Learned only by experience, and
communicated only indirectly,
through metaphor and analogy.
Informal and un-codified
Values, perspectives & culture
Knowledge in heads
Memories of staff, suppliers and
vendors
Knowledge informs decisions and actions

16. S E C I MODEL

17. FOUR MODES OF KNOWLEDGE
CONVERSION
Socialization (tacit to tacit)
Externalization (tacit to explicit)
Combination (explicit to explicit),
Internalization (explicit to tacit).

20. Socialization
Sharing face-to-face
Observation, imitation, practice
Very effective means of
creation and sharing
however very limited
Knowledge remains tacit
Externalization
Gives visible form to tacit
knowledge
Converts it to explicit
Makes knowledge shareable

21. Combination
embedding new mental models
learning by doing
employees know how to do
their jobs and tasks differently
Internalization
recombining to a new form
synthesis, trend analysis,
summary, linking and cross-
referencing
categorization, tagging creating
training material

23. SENSE MAKING MODEL
CHOO

24. SENSE MAKING
Identify priorities & filter the information
Construct interpretations by exchange & negotiate information
(within oneself)
Combine with previous experience

25. INTEGRATED PROCESS OF SENSE
MAKING
Ecological change (external trigger of internal change
Enactment (construct, rearrange, clarify, single out)
Selection and Retention (interpret &observe rationale changes)
Retention ( provide organization with new experiences)

26. KNOWLEDGE CREATING
Viewed as the transformation of personal knowledge between
individuals through dialogue, discourse, sharing, & storytelling.
Directed by a knowledge vision of ―as is‖ (current situation) & ―to
be‖ (future, desired state).
Widens the spectrum of potential choices in decision making by
providing new knowledge & new competencies.
Feeds the decision-making process with innovative strategies that
extend the organization‘s capability to make informed, rational
decisions.

27. DECISION MAKING
Situated in rational decision-making models that are used to identify
and evaluate alternatives by processing the information and
knowledge collected to date.
Bounded rationality characterized by individual use of limited
information analysis, evaluation and processing, shortcuts and rules
of thumb (sometimes called heuristics), and ―satisficing‖ behavior,
which means it may not be fully optimized but it is good enough.