TrainingManual
CorporateTrainingMaterials
TABLE OF CONTENTS
ModuleOne:GettingStarted...............................................................................................................4
WorkshopObjectives................................................................................................................................4
ModuleTwo:UnderstandingKnowledgeManagement........................................................................6
WhatisKnowledge...................................................................................................................................6
WhatisKnowledgeManagement............................................................................................................7
ABriefHistory...........................................................................................................................................7
ApplicationsintheWorkplace..................................................................................................................8
ModuleThree:DosandDonts.............................................................................................................9
Data,Information,andKnowledge..........................................................................................................9
TheTacitMode.......................................................................................................................................10
TheExplicitMode....................................................................................................................................10
IdentifyingConversionCategories..........................................................................................................11
ModuleFour:TheKnowledgeManagementLifeCycle.......................................................................12
UnderstandingEpisodes.........................................................................................................................12
Acquisition..............................................................................................................................................13
Knowledge..............................................................................................................................................14
Integration..............................................................................................................................................15
ModuleFive:TheNewKnowledgeManagementParadigm................................................................16
ParadigmsofthePast.............................................................................................................................16
TheNewParadigm.................................................................................................................................17
ImplicationsandApplications.................................................................................................................18
TheKnowledgeManagementEndgame................................................................................................18
ModuleSix:KnowledgeManagementModels...................................................................................20
TheNonakaandTakeuchiModel(SECI).................................................................................................20
WiigModel.............................................................................................................................................21
KakabadseModel...................................................................................................................................22
BoisotModel...........................................................................................................................................22
ModuleSeven:BuildingaKnowledgeManagementRationale...........................................................24
WhyRationaleisNecessary....................................................................................................................24
BuildingaBusinessCase.........................................................................................................................25
FindingSuccessStories...........................................................................................................................26
TheCommoditization/CustomizationModel.........................................................................................26
ModuleEight:CustomizingKnowledgeManagementDefinitions.......................................................28
ComponentsofaKnowledgeManagementDefinition..........................................................................28
CustomizingtheComponents.................................................................................................................29
SampleDefinitions..................................................................................................................................30
CreatingaKMBOK..................................................................................................................................30
ModuleNine:ImplementingKnowledgeManagementinYourOrganization......................................31
GatheringSupport..................................................................................................................................31
IdentifyingOpportunitiesforRevenueStreams.....................................................................................32
KeyKnowledgeManagementTechniques..............................................................................................33
AMapforSuccess...................................................................................................................................35
TheNoBudgetScenario.........................................................................................................................36
ModuleTen:TipsforSuccess.............................................................................................................38
AbouttheChiefKnowledgeOfficer.........................................................................................................38
KnowledgeManagementSkillChecklist.................................................................................................39
TheKnowledgeManagementImperative..............................................................................................40
TheHypeCurve.......................................................................................................................................41
BarriersandHelperstoSuccess..............................................................................................................41
ModuleEleven:AdvanceTopics.........................................................................................................43
TheKnowledgeManagementMaturityModel......................................................................................43
AbsorptiveCapacity................................................................................................................................44
Rustiness.................................................................................................................................................44
ProcessModelTypes...............................................................................................................................45
ModuleTwelve:WrappingUp............................................................................................................46
WordsfromtheWise..............................................................................................................................46
Workshop Objectives
Researchhasconsistentlydemonstratedthatwhencleargoalsareassociatedwith
learning,itoccursmoreeasilyandrapidly.
Thisworkshopisdesignedtohelpyouinthefollowingways:
Understandthebasicconceptofknowledgemanagement(KM)
IdentifythedosanddontsofKM
IdentifytheKMlivecycle
IdentifythenewKMparadigm
Page4
IdentifytheKMmodels
UnderstandhowtobuildaKMrationalforyourcompany
UnderstandhowtocustomizeKMdefinitions
IdentifythestepstoimplementingKMinyourorganization
Identifytipsforsuccess
UnderstandtheadvancetopicsinKM
Page5
Knowledge is power.
Sir Frances Bacon
Module Two: Understanding Knowledge Management
Thewordsknowledgeandmanagementaretwoverybroad
conceptswhenseparated.Whenthetwowordscometogether,it
speaksofaconceptthatstrivestoorganizeinformationinaway
thatproducesanadvantageforanorganization.Whileanyone
wouldthinkthatharnessingtheknowledgeofanorganizationisa
positivethingtodo,therearemanywhodonotseethevalueof
knowledgemanagement.Theymayseethisasawasteoftime.
Thisistrueofmanyotherdisciplineslikeprojectmanagement.
Manyseeplanningandassessingriskastimeconsuming.
Therefore,theydonotsupportinitiativesthatbringthischange.
Inallhonesty,changeistherealissue.
Thiscoursewillgiveyouthetoolstopresentknowledgemanagementtoyourorganizationinthemost
positivewayinordertogaintherightsupportforittothriveinyourorganization.Themoreinformation
youcansharewithyourorganizationaboutknowledgemanagementthemoreapttheyareinaccepting
it.Thismoduleexplainstheprinciples,history,andapplicationofknowledgemanagementinthe
workplace.Thiswillbethebaseonwhichwewillbuilduponthroughouttheentireworkshop.
What is Knowledge
Thewordknowledgeisoftenconfusedforinformationordata.Theonline
versionoftheMerriamWebsterdictionarydefinesknowledgeasthefollowing:
Factorconditionofknowingsomethingwithfamiliaritygainedthrough
experienceorassociation.
Laterinthisworkshop,therewillbeadiscussiononwhatdataandinformation
is.Bothofthesetermsareapartofknowledge.Dataisrawcontent,whichbyitselfhasnomeaningor
value.
Whendataisgroupedtogether,itbecomesinformation.Forexample,gettingatemperaturereadingof
theclimateoutsideononedayismeaninglesswithoutotherinformationtomakeacomparison.
Onceadatabaseiscreated,itbecomesinformationbecausecomparisonscanbemade.Intermsof
knowledgemanagement,knowledgeisinformationthatisincontext,producinganactionable
understanding.
Page6
Backtoourtemperaturescenario,whenthetemperatureinformationisplacedincontextwithsay
agriculture,thenknowledgeiscreated.Forexample,knowingthatiftemperaturesfallbelowacertain
pointinJanuarytheytendtolastforaboutaweek.OrangefarmersinFloridamustdetermineiftheyare
goingtoharvestearlyortakeotherprecautionslikeheatingtheorchard.Thedecisionwillbebasedon
howlongorangescanwithstandcoldconditionsatacertaintemperature.
Organizationsandcompaniesholdandtransferdataandinformationthatcanbeplacedintocontext
allowinganactionableeventoranunderstandingtooccur.
A Brief History
Theoriginsofknowledgemanagementcanbetracedbacktothelate1970s.Everett
RogersandThomasAllensworkininformationtransferlaidthefoundationtothe
conceptofhowknowledgeiscreated,implemented,andintegratedthroughoutan
organization.
Inthe1980s,knowledgebecameafocalpointtoincreasingthecompetitiveedgefor
companies.PeoplelikeSengeandSakaiyadiscussedtheadvantagesofcreatinglearningandknowledge
basedorganization.Theprimaryobjectduringthistimewasimprovingbusinessingeneral.
Inthe1990s,knowledgemanagementwasintroducedintomainstreambusinessmanagement
publications.AuthorslikeTomStewart,IkujiroNonaka,andHirotakaTakeuchibroughtformalitytothe
managingofknowledge.Inthemid1990s,theInternetbecamethechannelwhereknowledge
managementexpandedgreatly.
ThehistoryofknowledgemanagementhasmanyprominenttheoristslikeKarlWiig,PeterDrucker,and
PaulStrassmann.Frominformationtechnologytoimprovinghowanorganizationlearns,knowledge
Page7
managementstartedinmanyareasofbusiness.Thereisnoonesourceofitshistory.Nonetheless,
knowledgemanagementhasahistoryofproducingthekindofchangebusinessesdesireintermsof
improvingthecommunicationofknowledgeinordertoachievesuccessfuloutcomes.
Today,knowledgemanagementhasmanyapplicationsandisusefulinmostanydisciplineinan
organization.
Corporategovernance
Stafftraining
Operations
Humanresources
Marketing
Informationtechnology
Researchanddevelopment
Applyingknowledgemanagementinanyoneoftheseareaswillleadtoimprovedcommunicationand
responsivenesstochange.Herearesomepotentialbenefitstoimplementingknowledgemanagement:
Encourageinnovationbyallowingideastoflowthroughouttheorganization
Improvecustomerexperiencebybecomingmoreefficientinservice
Increaseprofitsbycapitalizingonopportunitiesbecauseoffasterproducttomarkettime
Increaseretentionrateofemployeesbecauseofrecognitionandrewardfortheirvaluable
knowledgeinput
Reducecostthroughimprovedinternalefficiencies
Page8
Dataisbitsofcontentineithertextornumericalformat.Byitself,datahas
nomeaning.
o
Informationisdatathatisaccumulatedtoallowcomparison,grouping,andcategorizingwhich
enablesthecontentviewertodeterminewhattodowiththedatagroup.
o
Thecreditscorescollectedinthelastexampleisaccumulatedandcategorizedintohigh,
medium,andlowriskaccordingtothecreditscorenumber.
Knowledgeistakingtheinformationandputtingcontextaroundit,makingitactionable.
o
Page9
Afinancecompanycouldcollectcreditscoresfromalltheirapprovedapplications.The
individualcreditscoredoesnotmeanmuchbyitself.Letseewhatinformationdoes.
Ifthefinancecompanyistryingtomeetaregulationonhowmanyriskyloansare
permittedintheloanportfolio,theymaycalculatethepercentageofhighriskloanto
thetotalloansonthebooks.Theresultscouldguidethecompanyonnewstrategiesto
reducethenumberofriskyloansorhelpthemmaximizetheriskbecausetheriskyloans
aremoreprofitable.
Nowthatyouhaveabasicideaofwhatdata,information,andknowledgeis,hereissomethingtoavoid.
Donottrytocategorizeitemsintodata,information,andknowledge.Thecontextoftheinformationis
intheeyeofthebeholder.Tryingtodothiscouldendyourprojectearly.Instead,focusonthetypeof
knowledgethecontentrepresents.
Knowhow
Judgment
Experience
Insight
Rulesofthumb
Skills
Tacitknowledgeisdifficulttocommunicatebecauseitisverypersonalandsubjective.Theknowledge
residesdeepwithinthepersonwhoholdsit.Tacitknowledgeisinfluencedbybeliefs,ideals,values,and
mentalmodes.
Thismodeofknowledgeiseasilyoverlookedbecausecapturingitrequiresunconventionalmethods.
Thesemethodswillbediscussedinalatermodule.Inthemeantime,whenplanningyourknowledge
managementproject,rememberthatthereisknowledgefloatingaroundthatisbeingtransferred
throughonthejobexperience.
Databases
Manuals
Page10
Trainingcontent
However,havingonlyexplicitknowledgeisnotalwaysdesirable.Forexample,wouldyoufeel
comfortablewithsomewhoonlyknewhowtodriveacarbystudyingamanualasopposedtosomeone
whohasbeendrivingfor10years?Thechoiceiseasybecausethereisvalueintheexperienceacquired
in10yearsofdrivingexperience.Theexperienceddrivercannotexplainallthedetails,butthereis
knowledgethatthecarefulobservermaypickup.
Understandingwherethesetransfersofknowledgehappenisessentialtodesigningyourknowledge
managementsystem.
Onthejobtrainingallowspeopletoexchangetacitknowledgethrough
tacitbehaviorsbecauseitistransferredfromoneindividualtoanotherthroughobservation.In
thissituation,normsarereinforcedandnewknowledgecouldbecreateddependingonthe
personbeingtrained.
Anothercategoryiswhensomeoneexpresseshisorherideasandthoughts.Thisisstilltacit
knowledgebutitiscoupledwithexplicitbehaviorliketalkingaboutitaloudtoothers.
Explicitknowledgeandexplicitmethodsformmorecommonconversionpointslikedatabases,
emails,andmanuals.
Anotherconversionpointoccurswhensomeonetakesexplicitknowledgefromadatabaseor
manualandcreatesnewknowledgethattheyinternalize(tacit).
Understandingconversioncategoriesenablesyoutodeterminewherethesecategoriesexistinyour
organization.Overlookingconversioncategoriescouldleadtogapsinyourknowledgemanagement
system.Later,youwilllearnhowtodetermineconversioncategoriesinmoredetailbyusingathorough
approachinvolvingtheenduser.
Page11
Understanding Episodes
Episodesofknowledgetransfercomeinmanyforms.Understandingthat
anytimeaproblemisrealizedoranewventureonthehorizon,thereisa
goodpossibilitythatthereisknowledgetocapture.Thereareinstances
whereepisodesareplanned.Herearesomeexamples:
Anewproductisbeingdevelopedandrolledout
Enteringintoanewmarketorterritory
Internalrestructuringlikeanewdivisionorenhancementofanexistingdepartment
Implementinganewprogramlikeenterprisewideprojectmanagementprogram
Buildinganewfacility
Mergers,newpartnerships,andtakeoverofanothercompany
ChangeinleadershipatthetoplevellikeanewChiefExecutiveOfficer
Someepisodesmayoccurunexpectedly.Forexample:
Arecallofadefectiveproduct
Page12
Newgovernmentregulations
Dramaticchangesinthemarket
Hereareafewideasyoucanusetohelpdealwithepisodeswhetherplannedorunplanned:
Whatessentialactionsdoestheaffectedareahavetotake?
Whatdecisionspeopleintheaffectedareamustmaketocompletetheirjob?
Whatinformationisneededinordertomakethosedecisionsandcompletetheirjob?
Isitexplicit?Maybeisstoredinadatabase.
Isittacit?Doesthisinformationhavetocomefromaperson?
Acquisition
Theacquiringstageseekstoobtaininformationfrombothinternalandexternal
sources.Itaddressestacitandexplicitmodesofknowledgeandinvolvesmany
techniques.Acquiringinformationorknowledgecanbeseenastwocategories:
capturingandcreating
Capturingisacquiringinformationorknowledgethatalreadyexistsandrequires
littleadjustmentstomakeitvaluabletotheorganization.Itcanbeinternalinformationthatisfloating
aroundtheorganizationorexternalinformationorknowledgefromoutsidessources.
Creationistakingexistinginformationorknowledgeandcombiningitwithotherinternalknowledgeor
informationtoproducenewknowledgetheorganizationcandeemactionable.Theremaybesome
analyzinginvolvedtomakethenewknowledgeactionablefortheorganization.
Hereisabrieflistoftoolsandtechniquesthathelpstoacquireknowledge:
Explicitinformationexistshereandmaybeusedincombinationtoformnewknowledgeand
maybeinternalorexternal
o
Repositorieswithdocumentinformation
Filingsystems
Tacitinformationexistsbetweenpeopleorexpertsandstoredinformationandmaybeinternal
andexternal
Page13
Expertssharingtheirideas
Databaseswithinformation
Internaltoolsforknowledgecreationandcapturing
o
Interviewingemployees
Knowledgeteams
Externaltoolsforinformationorknowledgecapturing
o
Dataminingdatawarehouses
Externalexpertopinion(i.e.consultant)
Oncetheknowledgeisacquired,itmustbeorganizedsoitcanbeeasilyintegratedintothe
organization.
Knowledge
Rememberthatknowledgeisinformationthatisplacedincontextsothatitbecomes
actionable.Inorderforthistohappen,knowledgemustbeevaluatedagainstthe
businessgoalsandstrategies.Knowledgethatisdeemedusefulfortheorganization
passesonthroughtothenextcycleandintegrated.
Evaluatinginformationorknowledgerequirescomparisontothegoals,vision,
mission,andstrategiesoftheorganization.Failingtoaligntheknowledgetothesebusinessstrategies
couldrendertheknowledgemanagementprogramineffective.Herearesomeareastoconsiderwhen
evaluatingknowledge:
Whatisthenatureofyourorganization
Organizationvision
Organizationgoals
Strategytoachievegoals
Currentbusinessenvironment
Industry
Knowledgethatisnotreadyforintegrationmaybestoredforlateruse.Herearesomewaystoevaluate
knowledgeforintegration:
Knowledgecommittees
Knowledgeforums
Page14
KMsoftware
Eachofthesetoolswouldrequirerepresentationfrommanyareasoftheorganization.Thegoalhereis
todeemacquiredinformationorknowledgeusefultotheorganization.Notallknowledgeacquired
mustbeintegrated.Ifthiswerethegoal,theknowledgemanagementsystemwouldbecometoo
burdensomeandruntheriskofnotbeingused.
Integration
Integrationismakingknowledgeknown.Thereareseveralgeneralmethodsto
gettingknowledgeoutthroughouttheorganization.Hereareseveralexamples:
Broadcasting:emails,announcements,newsletters,aresomeexamplesof
integratingknowledgebybroadcasting
Searching:databases,portals,extranets,records,areexamplesofintegrating
knowledgebymakingitsearchable
Teaching:classroom,webinars,computerbasedtraining,areexamplesofhowtrainingcanhelp
integrateknowledgethroughouttheorganization
Sharing:yellowpagesystem,bestpracticessystem,communityboards,areexamplesofhow
sharingknowledgehelpstointegrateitthroughoutyourorganization
Theexactdesignsandprocesswilldependonhowyourculturesviewofthesetoolsandtheirplacein
theorganization.Otherconsiderationsrevolveoncosts.Laterinthisworkshop,wewillgetachanceto
discussmodestwaysofimplementingknowledgemanagementinyourorganization.
Nowthatwehaveabetterunderstandingoftheknowledgemanagementcycle,letusreviewpastand
presentmodels.Thiswillhelpyoudetermineifinfact,youalreadyhaveaknowledgemanagement
systeminplace,butitneedsalittleupdating.
Page15
Highmaintenanceofknowledge,becauseallknowledgewasputintothesystem
Storedknowledgebecameoutdated
Employeesdidnotusethesystembecauseitwastoovast
Itwasagotosystem
Itwasastaticsystem
Highcostinlaborandhardwaremaintenance
Knowledgeusuallyinputtedbyonepersonorteam
Onlygoodforexplicitknowledge
Page16
Afterawhile,organizationsdidnotseevalueinthesetypesofknowledgemanagementsystems.
Researchanoldstyleknowledgemanagementsystemthatwaspreviouslyused.Getlessonslearned
fromthosewhowereinvolvedandincorporatethisinformationinyournewerknowledgemanagement
systemproposal.
Focusonnetworkingtechnology
Learningenvironmentfostered
Knowledgepushedoutinsteadofstored
Informationisevaluatedbeforeintegrating
Goodforbothexplicitandtacitknowledge
Employeescancontributetotheknowledgemanagementsystem
Noticetheemphasisonconnectionsbeingmadeinsteadofahubforknowledge.Thissystemdoeshave
itsbenefits.Herearesome:
Realtimeknowledgeavailable
Moretacitknowledgecaptured
Employeesareconstantlylearning
Organizationalculturemoreopen
Knowledgeisfreeflowinganddynamic
Thenewparadigmtakesadvantageofnewtechnologieslikesharingprograms,portals,intranets,etc.
Ofcourse,nosystemisperfectandthenextlessonwilldiscusstheimplicationsofestablishinga
knowledgemanagementsystem.
Page17
Whatvaluedoesyourcultureplacesoncommunication?
WhatsilosexistinyourculturethatcouldbeapotentialroadblocktoyourKMproject?
Whatlevelofsupportdoesuppermanagementgivetothisinitiative?
Whatvaluedoesyourorganizationplaceonknowledge?
Howwelldoesyourorganizationrespondtochange?
Whatvaluedoesyourorganizationplaceonlearning?
Consideringthesequestionswillhelpyoudeterminehowopenyourorganizationalcultureisto
implementingaknowledgemanagementprogram.
Anotherconsiderationistheeffectoftechnologyontheorganization.Thenewprogramsand
communicationtoolspresentsomeissuestoaddressinyourprojectplan.Itisnotwisetomakeyour
knowledgemanagementprojectatechnologyproject.
Finally,youalsohavetoconsiderwhowillbetheagentsforchampioningandmanagingtheknowledge
managementprogramasitdevelopswithinyourorganization.Whowilldowhat?Choosingthewrong
peoplecoulddoomyourprojectbecauseofassociationwiththewrongpeople.Thinkglobally.Ifyouare
notaprojectmanager,youshouldconsiderhavingoneonyourproject.Theyaretrainedtowatchfor
thesetypesofrisks.
Changemanagement
Bestpractices
Riskmanagement
Benchmarking
Increasingefficiency
Increasedquality
Placingknowledgemanagementmoreonthebackburnerthenthefrontwilltakethefocusoffthe
knowledgemanagementprojectitselfandplaceitonthebusinessstrategiesthatgettheinterestof
managers,creatingmoresupportforyourproject.
Thegoalofknowledgemanagementistoconnectemployeestooneanotherinanefforttofacilitate
knowledgeinawaythatpromoteslearningandnewknowledgethatwillhelptheorganizationgaina
competitiveadvantagethroughincreasedefficiency,quality,andinnovation.
Clearlycommunicatingthistoyourstakeholderswillcreateasolidfoundationforsupportandgrowthof
yourknowledgemanagementproject.
Inthenextmodule,youwillgetsomemorebackgroundknowledgeonthevarioustypesofknowledge
managementprinciples,whichwillincreaseyourvocabularyandcredibilityinthisdiscipline.
Page19
Page20
Capturingknowledgefrominsideandoutsidetheorganizationandinternalizingit
Disseminatingtheexplicitknowledgethroughnetworksandsystems
Processingtheexplicitknowledgeintoamoreusableformatlikedocuments,plans,and
reports
4. Internalization:istheindividualtakingexplicitknowledgeandinternalizingittobecometacit
knowledgeonceagain.
TheSECImodelbasicallytakesindividualtacitknowledgeandevolvesitintoexplicitknowledgethrough
thefourpatternsuntilitthenfinallyreachestheindividualagain,changingtheexplicitknowledgeback
totacitwhentheindividuallearnsfromit.
Wiig Model
KarlWiigfocusedonsixstrategiestoorganizationalknowledgemanagementprocess.
1. Knowledgemanagementasabusinessstrategy:thisplacesknowledge
managementasastrategythatspanstheentireorganization
2. Managingintellectualassetsstrategy:thisisafocusontheexisting
knowledgethatispresentwithintheorganizationandutilizingthemorenhancingthemfully
3. Personalknowledgeassetresponsibilitystrategy:thisisastrategythatsupportemployeesto
developtheirskillsandknowledge,sharingitwithothers
4. Knowledgecreationstrategy:focusesoncreatingnewknowledgethroughresearchand
developmentforshapingthefutureoftheorganization
5. Knowledgetransferstrategy:thisissharingandtransferringbestpracticesinsupportof
improvingqualityandefficiencythroughouttheorganization
6. Customerfocusedknowledgestrategy:thisstrategyfocusesonunderstandingcustomerneeds
andprovideproductsandservicesthataddressthoseneeds
TheWiigmodelishighlyfavoredbecauseitdoesaddresstheorganizationasawholeandincludes
businessareasthatarecommonlyfoundinmostorganizations.
Page21
Kakabadse Model
Kakabadseidentifiedfivemodelsforknowledgemanagement.
1. Philosophybasedmodel:focusesontheorganizationsvieworphilosophyof
knowledge.Acompanythatfocusesontheimportanceofknowledgeshould
askthefollowingquestions.
o
Whatdowenotknowthatweknow?
Whatdoweknowthatwedontknow?
2. Cognitivemodel:makesknowledgeanassetanditshouldbemanagedandaccountedasapart
ofnormalbusiness.
3. Networkmodel:hereknowledgeisseenasrequiringcollaborationthroughnetworks,allowing
teamstousetheknowledgeforthebettermentoftheorganization.
4. Communityofpracticemodel:takesknowledgeandcommunicatesitinamorerelaxedand
communalenvironmentutilizingstorytellingormetaphorsasthechannel.Itismeantto
breakdowncomplexknowledgeintoasimpleformat.
5. Quantummodel:itpositionsknowledgeasscenariodriveninsteadoffactdriven.Thismodel
makesknowledgedynamicandadjustabletothescenarioinsteadofreferringtotheknowledge
asastaticfact,leavinglittleroomforinnovation.
Boisot Model
Boisotdescribesaknowledgemanagementmodelthatisthreedimensional.His
InformationSpaceorISpacephilosophydescribesthreeaxes.
1. Uncodifiedtocodified
2. Concretetoabstract
3. Undiffusedtodiffused
BoisotthendescribesaSocialLearningCyclethatworkswithintheISpacemodel.Thisprocessflows
throughsixphases:
1. Scanninginvolvesknowledgeobtainedfromtheenvironment,whichisuncodified.
2. Codificationknowledgeisgivenstructurethroughproblemsbeingsolvedwiththatknowledge.
3. Abstractioniswhennewandcodifiedknowledgeisappliedtoawiderangeofscenarios,making
thisknowledgemoreabstractinnature.
Page22
4. Diffusioniswhenknowledgeissharedwiththepopulation.
5. Absorptioniswhentheknowledgeisappliedtomanyscenarios,whichproducesnewindividual
learning,whichbecomesuncodifiedbecauseitreturnstotacitknowledge.
6. Impactingiswhentheabstractknowledgeisintegratedintoorganizationalpracticesasrules,
policies,andprocedures.
Bynow,youmayfeelabitoverwhelmedbythisinformation.Rememberthisinformationwaspresented
soyoucanhaveabaseknowledgeofseveraloftheprinciplesthatcontributedtoknowledge
management,asweknowittoday.Donotworryaboutgettingallthedetails.
Page23
Creatingaculturethatsharesknowledge
Usingknowledgemanagementtoenhanceyourcustomersexperience
Creatingalearningenvironment
Improvecompanyperformance
Helptoresolveanidentifiedgapinthebusiness
Page24
Thesearejustafewreasons.Theideaistotaketheattentionoffknowledgemanagementandplacing
onabusinessneedordriver.Thiswillgettheattentionoftopmanagementandmaybeopenthedoorto
aprojectsponsorfromthatlevel,whichisagoodthing.
Developingyourrationalemaybethemostimportantpartofyourproposal.Takethetimetoresearch
anddeterminewhatyourcompanyvalues.
Makeknowledgeanassettotheorganization.Thereisacosttoknowledge.Ifyouareableto
pointoutthatfacttotheorganization,theymayrealizethattheymaybelosingknowledge.
Herearesomeareastodiscussinyourbusinesscase:
o
Marketvalue:placeavaluecertainknowledgeassetslikedatabases,networks,teamof
experts.Providesomebenchmarkingnumberstodemonstratethevalue.
Cost:putacostfigureonhowmuchittakestotrainanewemployeeorwhatittookto
developacurrentassetlikeyourorganizationsintranet.
Replacement:doawhatifscenariooflostknowledgeandthecosttoreplaceit.
Liability:showpotentialliabilityduetoregulationorcontractviolationbecauseof
poorlymanagedknowledge.
Makeknowledgemanagementabenefittothebottomline.Discusshowknowledge
managementcanincreaseproductivity,timetomarketfornewproducts,andcustomerservice.
Herearespecificareasyoucanemphasize:
Page25
Knowledge:havinginformationattheemployeesfingertipsgivesthemaccesstoexpert
information,allowingthemtotakeactionquicker.
Intermediate:discussreductioninduplicateofeffortsandfasternewhireadaptation.
Organizational:showthecostreduction,increasedproductivity,andpotentialin
innovations.
Customerandstakeholders:discussproductimprovements,betterqualityservice,and
increasedvalue.
Demonstrateknowledgemanagementasacosteffectivetool.Thisisbestfororganizationsthat
arecostconscious.Youfocushereisonsavingmoneythroughknowledgemanagementby
sharingbestpracticesandfocusingactivitiesthatbringinthemostrevenue.
Researchthewebforwhitepapersorreports
Obtainanindustryjournalormagazine
Gotothelibraryandreadbooksonknowledgemanagement
Herearetwocompaniesthathavesuccessfulknowledgemanagementprogramsyoumaywantto
research:
HewlettPackard
BritishPetroleum(BP)
Doyouwanttoconnectpeople?
Page26
Doyouwanttodocumentknowledge?
Thetypeofworkandlevelofcollaborationneededwillhelpyoudeterminewhichareayouwantto
workwith.
Herearesomefactorstowantingtoconnectpeople:
Workperformediscomplexandrequiresexpertjudgmentorinterpretation
Workrequiresahighlevelofinterdependence
Knowledgeislargelytacit
Herearesomefactorstowantingtodocumentknowledge:
Workperformedisroutine
Workisperformedwithlittleornointerdependency
Knowledgeismostlyexplicit
Onceyoudeterminetheareaofconcentration,youareabletodefinewhatthesystemwilllooklike.Ifit
isconnectingpeople,youvisionwillbenetworks,andprogramsthatsupportthisstrategy.Ifitis
documentingknowledge,thenyourvisionwilloutlinedatabasesandretrievalsystems.Themore
detailedyouare,themorethisbecomescustomized.Thegoalistomakeknowledgemanagementa
commoditywithinyourorganization,creatingadesiretoownit.
Page27
Provideaconcisedescriptionofdeliverables,tasks,oractionitems.Thisshouldexplainanynew
systems,processes,policies,andspecificationsofresultsyouareplanningtoachieve.Themore
detailthebetter.Eachdeliverableshouldhaveanownerresponsibleforcompletingthetask
alongwithaproposeddateofcompletion.
Inyourdefinition,youshouldincludethebenefitstoimplementingknowledgemanagement.
Thiswasdiscussedearlierthisworkshop.Thisisprobablythebestplacetoputthisinformation
sincethisdocumentwillbetheoneusedtogainapprovalforyourproject.
Developalistofobjectives.Remembertolinktheobjectivetobusinessdriversand
organizationalneeds.Avoidmakingknowledgemanagementitselfasthemainobjective.Tieit
toperformance,organizationalefficiency,etc.
Page28
Definewhatkindofsupportisneededfromtheorganization.Youwillneedsupportfromother
departmentslikeIT,training,andmarketing.Makesureyouspeakwiththoseareasfirstto
ensuretheyareonboardbeforeyoulistthemasasupportgroup.Remembersupportmeans
thattheyarewillingtolendyouresourcesfromtheirareatohelpwithyourproject.
Discusschangestoanybusinessprocesses.Thenyoushouldlistnewprocessesorareasthatwill
becreatedbecauseofimplementingknowledgemanagement.Perhapsyouareproposinganew
positionthatmanagesknowledgemanagementlikeaChiefKnowledgeOfficer(CKO).Define
thatrolehereasapartofthetotalknowledgemanagementdefinition.
Provideatimelineofeventsthatmapstheprogressofthisproject.Youcanfocusonmilestones
insteadofthedetails.
Definingyourknowledgemanagementprogramwillgiveyourmanagementteamsomethingto
reference,makingiteasierforthemtorenderadecision.Yourgoalistowinthemovertoknowledge
management.Cleardefinitionwillhelpyouachievethis.
Involvetheemployeesorusersoftheknowledgemanagementsystem.Holdfocusgroups,
surveys,andoneononemeetingstogatherinformationonsystemexpectations,desired
features,typeofknowledgetheyvalue,andpotentialdrawbackstoyourplans.Allofthis
planningandpreparationshouldhelptoavoidcostlymistakes.
Involvemanagementinyourcustomizationprocess.Getvaluableinsighttostrategicgoals.Have
thempokeholesinyourplan.Allowingthemtogiveinputandadvicewillmakethempart
ownerofthisprogram,allowingyoutogetmoredetailsthatwillhelpyoutailoryourknowledge
managementprogramtotheorganization.
Whenintheprocessofcustomizingyourprogram,remembertoremainobjectiveandopentofeedback.
Ifpeoplestarttogetthefeelingthatyouaresensitivetofeedback,theymayavoidgivingyoufeedback.
Page29
Finally,remembertotakeintoaccountyourorganizationalculture.Iftheyarenotusedtobeingopento
sharinginformation,youmayhavetocomeupwithamoresubtleapproachtosharinginformation.
Alwayskeepinmindwhattheculturevaluesandincorporatethatsomehow.
Takethetimetodoresearchonthistopic.Thisclassgivesyouthebasicssoyoucanhaveabetter
understandingoftheknowledgemanagementconcept.Usetheweb,readbooksorresearchcompanies
thatuseknowledgemanagement.Whenyoudoyourhomework,youwillexpandhowyoucan
customizeknowledgemanagementtomeetyourorganizationsneeds.
Sample Definitions
Takeamomenttoreviewthesampledefinition.Ofcourse,thisisonlyasample.You
cancustomizethelookandfeeltocatertoyourorganization.Focusonthe
elementsofthedefinitionotherthantheformat.Rememberthatthereisnoone
sizefitsallapproach.
Creating a KMBOK
AknowledgemanagementbodyofknowledgeorKMBOKisanenterprisewide
programthatcapturesallknowledgewithintheorganization.Theactualknowledge
managementsystemoverseesallmajorareasofknowledgewithintheorganization.
TherearethreemajorareasindevelopingaKMBOK.
Projectmanagementishowtheorganizationmanagesthetemporary
activitieswithintheorganization.Manycompaniesuseawellknownbodyofknowledgeforthis
disciplinepublishedbytheProjectManagementInstitutionaptlynamestheProject
ManagementBodyofKnowledgeorPMBOK.
Leadershipandmanagerialknowledgeishowthemanagementinanorganizationoperates.This
involvestheirstrategicleadershipskills,managerialskills,theirroleswithintheorganization,
andtheirfunctions.
Organizationalstructureknowledgeinvolvesallthesystemsandprocessesthatdefinethe
company.Organizationalfactorsliketheculture,thepeople,andtheprocessesandthewaythe
organizationhandleschallengesmakeupthisareaofknowledge.
Rememberthatabovethesethreebroadcategoriesexistsyourknowledgemanagementprogram,
whichthreadsallofthisknowledgeintoanetworkforsharingacrosstheorganization.
CreatingtheKMBOKisnotarequirementtoimplementingknowledgemanagement.However,asyour
knowledgeprogrammatures,youmaywanttodevelopaKMBOKsotheorganizationhasan
understandingofwhatallisinvolvedinthedailyoperationsasitrelatestoknowledge.
Page30
Gathering Support
Inallhonesty,itisbesttogainsupportfromaseniorlevelorexecutivemanager.
Youmaybeabletobeginagrassrootscampaignforyourknowledgemanagement
project,butwithouttherightlevelofsupportfromseniormanagement,youmay
findyourselffightinganuphillbattle.Herearesomeadvantagestogainingsenior
levelsupport.
Youareinabetterpositiontogetfundingforyourproject.Usuallyseniormanagement
approvesprojectbudgetsandtheresourcesdedicatedtothem.
Yougainvaluableinsighttotheworldofseniormanagement.
Youmaylearnhowtocommunicateatastrategiclevel.Rememberthatyourknowledge
managementprojectisfortheentireorganization.Havinganarrowscopecouldleadtomissed
opportunitiesformoresupport.
Aseniormanagergivesmorecredibilitytoyourprojectandavoiceatthehigherlevelsofthe
organization.
Gettingaseniorlevelmanagertosponsoryourprojectisnotalwayseasytodo.Youhavetopitchyour
projecttotheseniorsandhopethatoneexpressesinterest.Evenwhenthishappens,youwillhaveto
Page31
cultivatetherelationship.Theymaynotwanttomovethatfast.Theyhavetothinkaboutother
importantissues.Addingonemoremaynotbeadesiredoutcomeoftheirrelationshipwithyou.
Anotherwaytobuildsupportforyourprojectistoinvitethosetoyourprojectteamwhomayhave
differingopinionsthanyoudo.Donotbediscouragedbythosewhodonotalwaysagreewithyou.
Havingeveryoneontheprojectteamthinklikeyoumayleadtoslowdevelopmentoftheprogram.
Whenthereishealthydebate,innovativeideasemerge,shapingyourproject.
Ifyouwelcomediversityandmaintainafocusoninvolvingsomeonefromtheseniormanagementlevel,
youwillbegintobuildthesupportyouneedtoimplementknowledgemanagementinyour
organization.
Ongoingdevelopmentofprojectteam
Trainingandlearningcosts
Membershipstoknowledgemanagementorganizations
Page32
Consultantcosts
Fundstousetokeeptheprojectteamsmoralegoing
Knowledgemanagementcouldbeacostlyventure,butifyoupresentadetailedbudgetwithvarious
pricingpointsandpresentthattotherightgroupandtherighttimeyoumaygetthefundingyouneed
toimplementyouproject.
Knowledgecreation
Knowledgecapturing
Knowledgecodification
Knowledgeintegrationsandsharing
Herearesometechniquesforeachofthephasesmentioned:
Creation
o
Teamdedicatedtocombiningnewknowledgewithexistingknowledgetocreate
updatedknowledgeforsharing
Jobanalysiswhereajobisbrokendownintothedetailsandknowledgeiscreatedby
studyingtaskandtaskorder
Capturing
o
Page33
Tacitknowledge
Expertevaluation
Interviewing
Explicitknowledge
Observation
Brainstorming
Conceptmapping
Codification:rememberthatcodificationisconvertingtacitknowledgeintoexplicitknowledge.
Explicitknowledgeiscodifiedbyorganizingit,categorizingit,andindexed.
o
Knowledgemaps
Decisiontable
Decisiontree
Integrationandsharing
o
Portals
Collaboration
Contentmanager
Eworld
Intranet
Extranet
Groupware
Ebusiness
Supplychainmanagement
Customerrelationshipmanagement
Learning
Traditional
Webbased
Thereisanarrayoftoolstousewhenpracticingknowledgemanagement.Researchingbestpractices
withorganizationswithasimilarstructuretoyourorganizationishelpfulindevelopingyourplan.There
arealsopackagedprogramsthatofferasuiteofsolutionsthatcanmeetmanyoftheseneeds.
LeveragingyourITdepartmentisalsoagoodthingtodoespeciallywiththeselectionofprogramsfor
yourknowledgemanagementsystem.Theywillgiveyoudetailsonhowtheprogramintegrateswiththe
companyssystem.Inaddition,youwillwanttoidentifywhowillmaintainsuchsystems.Many
programsareinstalledbyIT,butmanagedbyusersthroughouttheorganization.
Page34
Vision
o
Timeline
o
Knowthatyouwillbechallenged,faceoppositiontochange,andwillhavetowork
aroundit.
Strategy
o
Makesureyouplanaccurateandrealistictimelines.Adecentknowledgemanagement
programtakesyearstodevelop.Makingthisaquickfixprojectwillnotgetyouthe
seriousnessyouneedfromyourstakeholders.Usemilestonestocommunicateyour
timeline.
Strongleadership
o
Creatingavisionofwhattheorganizationwilllooklikewitha
knowledgemanagementsystemwillhaveyourleadersandusers
seethefutureandtheneedtoinvestinsuchaprogram.
Describetothemwhatthiswilllooklikewhenitisdone.
Useasmallapproach.Implementsmallprojectinsteadofonelargeone.
Internalmarketing
Page35
Developashareddefinitionofknowledgemanagement.Getwiththosewhohave
influenceandholddiscussions.Trytoavoidtellingthemwhatitis.Gettheirinputand
incorporateitintothemessage.
Developaquick30secondadforyourproject.Thinkofcreativewaystodiscuss
knowledgemanagementwithoutoverbearingeveryonewithdiagramsandcharts.Avoid
thesetools.Instead,developaclear,crisppitchthatdescribesthevision.
Getyourmarketingdepartmentinvolved.
Focusonbusinessresults
o
Multiplepricingpoints
o
Tiewhatknowledgemanagementwilldoforthebusiness
Developdifferentbudgetcosts
Developmentofaprototypeandrunatestpilot
o
Startsmallanddevelopaprototypeandholdpilottestbeforefullrollout
First,takeinventoryofanytoolsthatcurrentlyexistthatyoucanleverage
andmakefeasiblewithslightadjustments.Seeifyouhavethefollowing:
o
Intranet
Webportal
Electronicconferencingtools
Databases
Chatcapabilities
Second,getwithyourITdepartmentandseeifyoucanmakesomemodificationstoanyofthe
toolsmentionedabove.
Page36
Createanemailgroup
Createaninternalintranetpage
Createsometypeofcollaborativesiteonusingthewebportal
Networkusingexistingconferencingtools
Usetheexistingdatabasetechnologytocreateaseparatedatabase(ex.Microsoft
Access)
Theonlyexpenseyoumayincurislabor.Ifyouorganizationdesiresknowledgemanagement,butdoes
nothavethemonetaryresourcestosupportit,negotiateresourcesthatcouldhelpmakeenhancements
toexistingprogramsandsystems.Youmayneedtodevelopguidelinesandpoliciessothiscanbe
trainedtostaff.
Page37
Page38
HereisaquicklistofwhataCKOdoes:
Identifygaps
Benchmarkperformancestandards
Integrateneedthroughouttheorganization
Manageresourcesfromvariousareaswithinorganization
Developstrategies
Buildsupport
Collaborate
Leveragestrengthswithinthecurrentculture
Createsharingandlearningenvironment
Practicechangemanagement
Demonstrateresults
Recognizeandchampionsuccess
Musthaveapassionforknowledgemanagement
Mustbeabletoconstantlysharethemessageofknowledge
management
Musthaveanentrepreneurialspiritandowntheprogram
Selfstarter
Risktaking
Createnewcapabilities
Changethewaypeoplethink
Changethewaypeoplework
Page39
Mustbeabletopersuade
Excellentwrittenandverbalskills
MustbeITsavvy
Theseskillsapplytowhoeverisleadingtheknowledgemanagementproject.Theseskillsarecriticalto
thesuccessoftheproject.
Getyourstakeholderstoahealthylevelofsurvivalanxiety.Avoidover
dramatizingthepointasyoumayraiseskepticism.Presentinformationandfactsthatpointtoa
choicethathastobemade.Letthemcometotheirownconclusion.Hereisanexample:
o
IfwecontinueonthispathwewillloseXamountofdollars.
Makeknowledgemanagementthechoiceforasolution.Hereisanexample:
o
Ifwegowithknowledgemanagement,wewillincreaseprofitsbyXpercent.
Inanycase,theburningplatformformulaisthis:
Presenttherealisticdilemma
Providefactsandfigures
Presentthechoices
Pauseandletthemthinkitaboutit
Bepreparedtoanswerquestions
Page40
Triggerphaseiswhensomethingnewisintroduced,itcreatesabuzz,
andthereisahighlevelofinterestintheitem.
Peakofexpectationsiswhenthehypeisbuilduptothepointwhere
theemployeeswillstartgeneratingunrealisticexpectations.
Troughofdisillusionmentiswhentheemployeesaredisappointedbecausetheitemdidnot
meettheirinflatedexpectations.
Slopeofenlightenmentiswhenemployeesexperimentwiththeitemandunderstandthe
benefitsandpracticalityoftheitem.
Plateauofproductivityiswhenthebenefitsoftheitemaregenerallyaccepted.Theitem
stabilizesandisreadyforenhancementsandevolution.
Understandingthesephaseswillhelptomanagetheunrealisticpeaksandthedepthsofthetrough.
Herearesomethingstothinkofwhenmarketingyourknowledgemanagementproject.
Avoidsensationalizingitormakingbigpromisesyoucannotkeep.
Setexpectationsaheadoftime.Letthemknowthiswillbeaworkinprogressandwilltaketime
toperfect.
Communicateoftenandcollectfeedback.
Publishthebenefitstohelppushtheemployeestotheplateauphase
Organizationalcultureistacitanddeeplyrooted
Cultureisnoteasilychanged
Cultureiscomplexanddifficulttodefine
Analyzeyourcultureanddeterminethetoleranceforchange
Page41
Definingknowledgemanagementcouldbeachallengeincertaincultures
Herearesomewaystoovercomethosebarriersandachievesuccess.
Learntounderstandyourcultureandworkwithinit
Reviewtheorganizationshistoryfromamemberspointofview
Listentothestoriestoldwithintheorganization.Thiswillgiveyouasenseofwhattheculture
tendstoassume
Approachmiddlemanagement.Theyarethegatetothegeneralemployeepopulation
Createarewardsystemforknowledgemanagement
Championsuccessstoriesthroughouttheorganization
Viewchangeasthreestages
o
Current,transition,andfuturestate
Developaplanforthetransitionstateandcatertohowtheorganizationadoptstochange
Providetrainingearlyinthechangeprocess
Page42
Page43
Absorptive Capacity
Theabsorptivecapacityistheorganizationsabilitytorecognizethevalueof
newknowledge,integrateit,andapplyitinawaythatcreatescompetitive
advantage.Theabilityforanorganizationtodothisdependsontheprior
knowledgeanddiversityofbackground.
Therearetwolevelsofcapacity:
PotentialCapacityistheorganizationsreceptivenesstoacquiringandassimilatingexternal
knowledge.
RealizedCapacityistheorganizationsabilitytocombineexistingknowledgeandnew
knowledgeandintegratingit.
Thereareindicatorsindeterminingtheextentofabsorptivecapacity.
Levelofknowledgeacquisition
o
Assimilation
o
Numberofreferencestoothersourcesinanorganizationspublication
Transformation
o
Howmuchisinvestedinresearchanddevelopment
Numberofnewproductsideas
Exploitation
o
Numberofnewproductrollouts
Rustiness
Herearesometipstokeepingyourknowledgemanagementprojectvibrantover
time.
DonotrelyonITtosustainyourprogram.Knowledgemanagementisnota
program.Itisaphilosophyandculture.Keepinvolvedintheprocessand
alwayslooktonewwaysofdoingthingsorimprovements.
Expandyoursupporttoasmanyhighlevelmanagers.Donotrelyononesponsor.Whatwillyou
doiftheyleavetheorganization?
Keeptrainingemployeesonnewtechnologiesandprocesses.
Page44
Keepthelinesofcommunicationopen.
Worktomakeknowledgemanagementastandardintheorganization
Whenpossible,buildyourKMBOK
Page45
JohnPlamenatz:Thestoreofwisdomdoesnotconsistofhardcoins,which
keeptheirshapeastheypassfromhandtohand;itconsistsofideasand
doctrineswhosemeaningschangewiththemindsthatentertainthem
LeifEdvinsson:Ofcentralimportanceisthechangingnatureofcompetitive
advantagenotbasedonmarketposition,sizeandpowerasintimespast,but
ontheincorporationofknowledgeintoallofanorganization'sactivities
BaruchLev:Innovationsarecreatedprimarilybyinvestmentinintangibles.Whensuch
investmentsarecommerciallysuccessful,andareprotectedbypatentsorfirstmover
advantages,theyaretransformedintotangibleassetscreatingcorporatevalueandgrowth.
Page46