1

Survey of Knowledge
Management Tools
CDS Project, League of Cities of the Philippines
February 15, 2007
Dr. Serafin D. Talisayon
Director, Center for Conscious Living Foundation
Vice-Chairman, Knowledge Management Association of the Philippines
Professor, Technology Management Center, UP Diliman
serafintalisayon@gmail.com
Outline
1. KM tools
Tools used at various stages in the Knowledge Cycle
Where potential and actual value is created
2. Examples of KM tools
3. Poll on Learning
4. KM and Organizational Learning
5. Exercise in converting individual tacit knowledge to group
explicit knowledge
How do I learn?
Mind mapping
6. Questions and Answers
2
Some KM Tools
Replication/adaptation of best practice, Role-based portal, Practicum,
Application, Action learning, Help desk, Applying skills/expertise
Using
Website, Story telling, Mentoring or apprenticeship, Peer assist,
Community of practice, Knowledge network, Collaboration software
Sharing
Encoding, Data banking, Intranet/portal, Templatizing a work
process, Classifying, Document management, Library, Menus
Organizing
Experimentation, Testing, Action research, Adaptation,
Recontextualization, Translation, Measuring productivity
Validating
Innovation, Documenting good practice, Lessons learned meeting,
R&D, Buy IPR, Work improvisation, Team learning, Manualization
Creating
Market research, KM audit, Customer survey, Customer complaints
desk, Business intelligence, Social network analysis, Diagnostics
Sensing
SOME KM TOOLS STAGE
Knowledge Cycle
Internal &
external
sensing
Learn
Innovate
Source out
Document
Buy
Test
Validate
Measure
Adapt
Share
Transfer
Distribute
Synergize
Combine
Use/reuse
Apply
Deploy
Benefit/value is created at
the point of use
Potential benefit/
value is created
Encode
Classify
Organize
Store/retrieve
3
Knowledge Use & Knowledge
Creation
Marketing and innovation
produce results. All the rest
are costs.
Peter Drucker
Customer Feedback Innovation
Solve
an unmet need/problem
of customers
Identify an unmet
need/problem of customers
External sensing:
Survey or questionnaire
Interview or FGD
Customer complaints
Market foresight
Technology foresight
Satisfy customers
Create value
Generate revenue
Create opportunity
More/new customers
Process/product
innovation
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Two Ways of Sourcing Knowledge
Capture of existing knowledge ( ~ hunting and gathering)
Identification and transfer of best practices
Mentoring or apprenticeship (vertical), peer assist or buddy system (horizontal)
Traditional school methods: lecture, reading
Converting tacit to explicit knowledge: documentation, codification, video record of
story telling, mind mapping
Culture or creation of new knowledge ( ~farming)
Action learning, e.g. lessons learned meeting, team learning, retrospects or post-
mortems, after action reviews, process documentation or learning histories, project
evaluation
Creative insight, divergent/lateral thinking, problem finding, paradigm shift
Improvisations and workarounds, trial-and-error, experimentation
Traditional R&D
KM Tools for Conversion
from Individual Tacit to Group Explicit
Mind mapping
Causal flow diagramming
Team learning tools
Ladder of inference
Left-hand column
Surfacing assumptions/mental models
Internal attention
If we cannot express our assumptions explicitly in ways
that others can understand and build upon, there can be
no larger process of testing those assumptions and
building public knowledge. Senge
Peter Senge
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Causal Flow Diagram
Driving Variables: Entry Points for Management Action
Causal Flow Diagram
Driving Variables: Entry Points for Management Action
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Combining TKG Characteristics
Solution: encoding project
Solutions:
Expertise locator
Understudy program
Manualization
Poll: What percent of what you know now came from your
formal schooling?
Write your answers in a small piece of paper. Again, we will
compute the average your answers.
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Organizational Learning Processes
Individual tacit K Group explicit K back to individual tacit K
Group Knowledge Individual Knowledge
Tacit
Knowledge
Explicit
Knowledge
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mentoring, storytelling
lecture, e-learning
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practice
A KM objective: To build an organizational brain (=group explicit knowledge)
and to multiply individual tacit knowledge (through learning/practice)
Organizational
Brain
What is Common
Among These Successful Ventures?
Leveraging on Collective
Knowledge
Sold for
$1.65B
to
Google
Sold for $580M
to News Corp.
Sold for $30M
to Yahoo
8
A New Social Technology with its own
Language is Emerging
in Many-to-Many Knowledge Synergy
Knowledge
Synergy/
Creation
collective intelligence
networks
Web 2.0
wikis
value
networks
prediction
markets
crowd
sourcing
open source
communities
peer production or
peering
collaborative
authoring
massively distributed
collaboration
social networking
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10
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FINANCING ALTERNATIVES
FOR LGUs
By Tanny Panahon (tpanahon@yahoo.com, apanahon@ateneo.edu)
and Apin Talisayon (serafin.talisayon@up.edu.ph, serafindtalisayon@yahoo.com)
Bond Flotation
Asset-Backed Securities
Revenue Linked Debt Instrument
Debt-for-Nature Swap Facility
Carbon Credits
Quasi-Commercial Financial
Transactions
Enhanced Farmers Organizations
Fee-Based Facilities
LGU-Private Sector Capital
Partnership
Privatization of Non-Critical
Services
Active Solicitation of Big Brother-
Small Brother Cooperation
Contract growing
Subcontracting arrangements
Enterprise incubation
Sale of a subsidiary to its employees
Employee co-ownership or co-
management
Seeking Grants and Donations
Cost-sharing among donors
Complementation between grants:
co-financing, counterpart financing,
post-project leveraging
Endorsement of a grantee to a bank
Program-level coordination
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13
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Questions and Answers
Center for Conscious Living
Foundation
Non-stock non-profit organization registered with SEC in August
1999
Provides services in personal and organizational learning and
change, including knowledge management
Specializes in facilitating human processes for creating value
with intangible assets
Leading service provider in knowledge management in the
Philippines
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Technology Crafting Strategies People and Culture
Creating Structural and Process
Capital
Broadening Perspectives and
Creating Choices
Creating Human and Stakeholder
Capital
Market Sensing & Technology
Foresight Exercises

Green Spot Visioning and
Strategic Planning

Managing Convergence of
Personal and Organizational Goals

Business Process (BP) Innovation
Top-Level ("Hi-Octane")
Knowledge Management
Intellectual Capital Accounting

BP Improvement/ Documentation,
Capturing Best Practices, Learning-
Oriented Manual

Knowledge Management
Audit/Assessment

Training in Knowledge
Management, hands-on or on-line

Planning of IT Systems
Improvement

Formulation of Knowledge
Management Strategy/Action
Plan

Building teams and Communities
of Practice

KM and Organizational Learning
Applications in Intranet/Extranet

Formulation/Execution of
Organizational Learning
Strategy/Program

Personal Mastery, Team Learning,
Lessons Learned Meeting

Tacit-to-explicit knowledge ratios about 95:5
DEPENDS MORE ON INTANGIBLE THAN ON TANGIBLE ASSETS. INDICATIONS ARE:
Market-to-book ratios now about 5:1
More of GDPs produced by the service sector
PRODUCT OFFERINGS OF THE CENTER
FACILITATING HUMAN PROCESSES TO CREATE INTANGIBLE ASSETS*
Performance Measurement, Monitoring and Evaluation System, Filipinized Organizational Climate Survey and
Learning Organization Diagnostics
*CREATING ECONOMIC AND SOCIAL VALUE IN THE GLOBAL KNOWLEDGE ERA
Technology Crafting Strategies People and Culture
Don Bosco CEIT,
PCASTRD, DCCCII

Don Bosco CEIT,
PCASTRD, CCF

DOH-WHO, Don Bosco
CEIT

DCCCII, NWRB, DOH-GTZ,
LCC
STREAMS, PHANSuP PMAP

DCCCII, NWRB, DOH-GTZ,
LCC, UNDP-SGP,
Malampaya MMT

DOH-WHO, Congress,
DCCCII, WPRO

Baganuur-Mongolia, CDS-
League of Cities, DOH-
WHO, Congress, PMAP,
CIDA, ADB

DCCCII, UNICEF, NWRB,
LCC

DOH-WHO, Congress,
DCCCII, WPRO, World
Bank Office Manila

UNICEF, NWRB, DOH-
WHO, Malampaya MMT

UNICEF, NWRB, Galing
Pook-Pan Asia, NEDA-
PCSD

WPRO, IIRR, Malampaya
MMT

ASI Youth Leaders,
UNILAB, CCF, Malampaya
MMT, PNOC-EDC, PUP

CLIENTS OF THE CENTER, BY PRODUCT GROUPS
LCC, DOH-GTZ, PCSD, DOH-WHO, World Bank Office Manila