Knowledge Management

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Recommended Books

Knowledge Management by Prof.Sudhir Warrier

Knowledge Management by Prof.Elias M. Awad and Prof. Hassan M.Ghaziri

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Knowledge Definition is complex and controversial

and can be interpreted in many different ways. People may mean very different things when they use the word KNOWLEDGE Knowledge is not synonymous with information. Knowledge may begin with the acquisition of information, but it is the processing of that information which
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Knowledge (contd)

Knowledge is organized information applicable to problem solving (Woolf, 1990) Knowledge is information that has been organized and analyzed to make it understandable and applicable to problem solving or decision making (Turban, 1992) Knowledge is the whole set of insights, experience and procedures that are considered correct and true, and that therefore guide the thoughts, behaviors and communications of people (Van derSpek, 1997)
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Dictionary meaning
According to Webster's Dictionary Understanding gained by actual experience (like of knowledge of automobile) The state of being aware The act of understanding clear perception about truth Something learned and kept in mind

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What is Knowledge?

Knowledge is a fluid mix of framed experience, values, contextual information, expert insight, and intuition.
Knowledge resides in the user and not in the collection of information; it is how the user reacts to the collection of information that creates knowledge.
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Nature of Knowledge

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Is not a uni-dimensional concept multifaceted It originates in individual minds. Knowledge is abstract and intangible measuring and assessing a companys knowledge based assets is a difficult task. Knowledge moves from one place to another. This demands challenges on the organisations for retaining it. Knowledge can move simultaneously in many directions and found in many places at the same time. EMJAY

Nature of Knowledge

Knowledge => software of an organization

This involves the structured Data Patents Programmes Procedures Knowledge and capabilities of the people It can also include the way the organization function, communicate, analyze situations, come up with novel solutions to problems and develop new ways of doing business It also involves issues of culture, custom, values and skills 8 EMJAY 4/28/2013

Knowledge
Know what individuals can acquire through training Know how to apply ability Know-why of knowledge of cause-andeffect relationships Self-motivated creativity is the highest level of knowledge and it consists of will, motivation and adaptability

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What is Knowledge Management?

Is the process of capturing and making use of organisations collective expertise. KM involves people, technology and processes Knowledge Management is management of organizational knowledge for creating business value and generating a competitive advantage
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What is Knowledge Management? (contd)

A technique of harnessing knowledge as an asset for organisational use to facilitate constant improvement. Aims at identifying the valuable resources of the collective expertise of the work force intellectual capital Concerns with the entire process of discovery and creation of knowledge, dissemination of knowledge and utilization of the knowledge. Involves creation of supportive organisational structures, facilitation of organisational members, putting IT investments with emphasis on team work and diffusion of knowledge into place.
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EVOLUTION

A number of people have contributed toward the evolution and development of knowledge management as a domain- Peter Drucker,Peter Senge, Chris Argyris,Dorothy Leonard Barton to name a few. Gained importance in the 1980s although the classical economists ignored the factor knowledge as an asset. Development of systems for managing knowledge during 1980s like knowledge acquisition, knowledge engineering, knowledge based systems, computer based ontologies. With the 1990s and the present century Globalisation the focus on development in knowledge management has all the more increased.
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NEED FOR KNOWLEDGE MANAGEMENT

For the survival and success of business in the ever increasing competitive market place. The Other reasons are: Economic Downturn Job hopping by employees. Time available to acquire and learn has diminished. Diversification Mobility of workforce, premature retirement and the like. Need for continuous learning for continual Improvement.
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Knowledge Management Process

Develop Apply

Acquire Capture Create Discard

Using Enabling Executing Exploiting

Appraise Evaluate Validate Verify

Preserve

Update

Transfer

Transform

Store Secure Conserve Retain

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Evaluate Improve Maintain Refresh

Communicate Teach Disseminate Share

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Compile Formalize Standardize Explicate

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KNOWLEDGE MANAGEMENT APPROACHES

MECHANISTIC APPROACH Characterised by application of technology and resources to do more of the same better. The approach includes:
Information made user friendly Improved methods of access and reuse of documents. Use of technology that makes knowledge sharing easier. Usage on the basis of sheer quantity of information and technology EMJAY 4/28/2013

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KM_APPROACHES (cont..)

CULTURAL / BEHAVIOURISTIC APPROACH

Has a root in process reengineering and change management. Focus on innovations and creativity. Creation and sharing knowledge through interaction and networking between individuals and organisational groupings. Assumes that organisational culture and behaviours have to be changed in a largely information intensive business environment.
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KM_APPROACHES (cont..)

SYSTEMATIC APPROACH

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INVOLVES SYSTEMATIC APPROACHES TO DISTRIBUTE INFO AND KNOWLEDGE TO THE RIGHT PEOPLE AT THE RIGHT TIME TO GENERATE VALUE. COMBINES PROCESSES, TECHNOLOGIES AND PEOPLE TO IDENTIFY, CAPTURE AND SHARE BEST PRACTICES AND COLLECTIVE KNOWLEDGE THAT HELPS ORGANISATION TO ATTAIN ITS GOALS. ASSUMES THAT RESULTS MATTER AND NOT THE PROCESS OR TECHNOLOGY AND THE EMPLOYEES MAY NOT CHANGE,BUT POLICIES AND WORK PRACTICES MUST CERTAINLY BE CHANGED AND TECHNOLOGY BE APPLIED SUCCESSFULLY EMJAY 18

KM_APPROACHES (cont..)
CORE COMPETENCIES APPROACH

Focuses on developing human capital and this is done through the organisations core performance abilities and core knowledge competencies. Core performance abilities are processes that enable a company to deliver high quality products and services with speed, accuracy, efficiency and effective customer service > key to a companys success. These are reflected in getting new products to the market quickly, managing logistics, sharing learning insights and best practices. Core knowledge competencies are expertise and technical knowledge exclusive to a particular business.
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STRATEGIES IN ORGANISATIONS FOR KNOWLEDGE MANAGEMENT

Through designing and developing systems and practices to obtain, organize, restructure, memorise and distribution of knowledge. Reduce cycle time, and costs, increase sales, improvement in operations, or to develop and deliver products and services tailored to the market requirement. Building of teams, relationships and networks for effective transfer of knowledge. Help company serve customers better, improve sales and handle customer problems satisfactorily Customer based knowledge strategy by understanding customers needs, preferences and businesses.
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LIST AND RANGE OF KNOWLEDGE AREAS

A company needs to have access to the right types of resources to be able to adopt different competitive strategies and gain competitive advantage. Such resources should be difficult to copy or imitate, slow in depreciation, appropriable, difficult to substitute and comprehensively unique so as to form a sound basis for a strategy which can lead to competitive advantage.

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LIST AND RANGE OF KNOWLEDGE AREAS

Technological knowledge Can be gained through R & D process Knowledge about consumer behaviour from patterns of customer purchases and from sales teams experience. Operations Management Adopt processes and innovations to improve the efficiency of operations. Future market knowledge To gain competitive advantage, use tools, to predict the growth or evaluation of a market.
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KNOWLEDGE MANAGEMENT VALUE CREATION

For KNOWLEDGE MANAGEMENT to be effective firms have to work out a clear objective and understanding of what are the benchmarks being aimed at & How can that create value for the business Usually there are three generic value creation areas:
Improvement

on the customer related processes Facilitate faster development of the product or processes Achieve new levels of operational effectiveness
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ORGANISATION KM COMPONENTS AND FUNCTIONS

KM is a deliberate and conscious strategy which is designed in such a way as to improve the organisational performance getting the right knowledge to the right people at the right time. KM is also a process supported by a firm foundation through the enablers (facilitators) like strategy, leadership, culture, measurement and technology. The enablers must be so arranged that they compliment each others in the process of realizing the objective. Km is also a process of identifying,capturing,evaluating,retrieving and sharing all of an organisations information assets and the process involves the following steps:
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KM COMPONENTS AND FUNCTIONS (Cont)

Involves the following steps: Knowledge creation Knowledge identification Knowledge collection Knowledge organisation Knowledge Sharing Knowledge Adaptation Knowledge Usage
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KM COMPONENTS AND FUNCTIONS (Cont) The functions of KM are

Building, renewal and organisation of the knowledge assets and this through (a) Knowledge creation and outsourcing (b) Knowledge compilation and sourcing. Effective distribution and application of knowledge assets through (a) Knowledge dissemination (b) Knowledge application and value realization.

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LEARNING ORGANISATION
An organisation in which people at all levels, individually and collectively are continually increasing their capacity to produce results that they really care about. An enterprise / organisation that is continually expanding its capacity to learn. An enterprise / organisation which is skilled at creating, acquiring, and transferring knowledge and also modifies its behaviour to reflect new knowledge and insights

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LEARNING ORGANISATION
Thus

a learning organisation is one which advocates and follows an approach or drive to constantly and consistently bring forth changes in knowledge,skills,beliefs,attitudes or behaviours, produced by experience for the overall growth and development of the organisation and the employees within. Learning organisation are coming into being to empower people to enable change encompass all organisation like Small enterprises, academic institutes, hospitals, government agencies, NGOs.
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FIVE COMPONENTS OF A LEARNING ORGANISATION (By Peter Senge)

Peter Senge wrote a seminal book about systems thinking, The Fifth Discipline In his book, he suggested five disciplines. ( The five disciplines are systems thinking, personal mastery, mental models, shared vision and team learning) necessary to cultivate systems thinking in an effort or organization. In addition to the discipline of systems thinking, he suggests the following four disciplines, as well. PERSONAL MASTERY MENTAL MODELS BUILDING SHARED VISION TEAM LEARNING
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FIVE COMPONENTS OF A LEARNING ORGANISATION (cont..)

Personal Mastery "continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. Mental Models are deeply held internal images of how the world works, images that limit us to familiar ways of thinking and acting. Very often, we are not consciously aware of our mental models or the effects they have on our behavior and organizations have many mental models
The study of mental models has involved the detailed analysis of small knowledge domains (e.g., motion, ocean navigation, electricity, calculators)
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FIVE COMPONENTS OF A LEARNING ORGANISATION (cont..)

Building Shared Vision- Senge notes "If

any one idea about leadership has inspired organizations for thousands of years, it's the capacity to hold a shared picture of the future we seek to create
Team Learning-vital because teams, not

individuals, are the fundamental learning unit in modern organizations"

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Systems thinking
The APPROACH studies systems from the perspective of the whole system, its various subsystems and the recurring patterns in the relationships between the subsystems. Systems theory has greatly influenced how we understand and change organizations. Systems thinking has its foundation in the field of system dynamics, founded in 1956 by MIT professor Jay Forrester
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Systems thinking( cont)

The effectiveness of organisation learning depends on how knowledge management processes are aligned with an organisation's infrastructure and processes, in a manner that supports the achievement of an organisation's goals. Simply put, a system is an organized collection of parts (or subsystems) that are highly integrated to accomplish an overall goal. There are numerous types of systems. For example, there are biological systems (for
example, the heart), mechanical systems (for example, a thermostat), human/mechanical systems (for example, riding a bicycle), ecological systems (for example, predator/prey) and social systems (for example, 33 groups, supply and demand and EMJAY also friendship). 4/28/2013

Systems thinking( cont)

The system has various inputs, which go through certain processes to produce certain outputs, which together, accomplish the overall desired goal for the system. (For example, an organization is made up of many administrative and management like functions, products, services, groups and individuals.

If one part of the system is changed, the nature of the overall system is often changed, as well)
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Systems thinking( cont)

Systems thinking, focuses on how the thing being studied interacts with the other constituents of the systema set of elements that interact to produce behaviorof which it is a part. This means that instead of isolating smaller and smaller parts of the system being studied, systems thinking works by expanding its view to take into account larger and larger numbers of interactions as an issue is being studied.

an approach to problem solving that views "problems" as part of an overall system, rather than reacting to present outcomes or events and potentially contributing to further development of the undesired issue or problem
A framework that is based on the belief that the COMPONENT parts of a SYSTEM can best be understood in the context of relationships with each other and with other systems, rather than in isolation.
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Systems thinking( cont)

Examples of areas in which systems thinking has proven its value include: Complex problems that involve helping many actors see the "big picture" and not just their part of it Recurring problems or those that have been made worse by past attempts to fix them Issues where an action affects (or is affected by) the environment surrounding the issue, either the natural environment or the competitive environment Problems whose solutions are not obvious
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Personal Mastery:

"Continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively" One of the core disciplines needed to build a learning organization. Personal mastery applies to individual learning, and organizations cannot learn until their members begin to learn. Personal Mastery has two components. First, one must define what one is trying to achieve (a goal). Second, one must have a true measure of how close one is to the goal
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Personal Mastery (contd)

The word goal, in this context what one is trying to achieve, is much further away in distance. It may take a lifetime to reach it, if one ever does. Individuals who practice personal mastery experience other changes in their thinking. They learn to use both reason and intuition to create. They become systems thinkers who see the interconnectedness of everything around them and, as a result, they feel more connected to the whole. It is exactly this type of individual that one needs at every level of an organization for the organization to learn
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Personal Mastery (contd)

Traditional managers think that they have all the answers for their organization. The managers of the learning organization know that their staff has the answers. The job of the manager in the learning organization is to be the teacher or coach who helps unleash the creative energy in each individual. Organizations learn through the synergy of the individual learners.
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Mental Models:
Second of Peter Senge's five disciplines for the learning organization. A mental model is one's way of looking at the world. It is a framework for the cognitive processes of our mind. In other words, it determines how we think and act. The work involving mental models comes from Chris Argyris and his colleagues at Harvard University.

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Teams and Team learning

doing something together Teams and teamwork is the hottest thing happening in organizations today... French and Bell. A workplace team is more than a work group, a number of persons, usually reporting to a common superior and having some face-to-face interaction, who have some degree of interdependence in carrying out tasks for the purpose of achieving organizational goals.

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People

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Teams and Team learning

A workplace team is closer to what is called a self-directed work team or SDWT, which can be defined as follows: A selfdirected work team is a natural work group of interdependent employees who share most, if not all, the roles of a traditional supervisor. A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.

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TEAM LEARNING
"Team learning is vital because teams, not individuals, are the fundamental learning unit in modern organizations" A discipline that starts with "dialogue," the capacity of members of a team to suspend assumptions and enter into a genuine "thinking together." Three conditions those are necessary for dialogue to occur

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TEAM LEARNING
All participants must:

Suspend their assumptions; all participants must Regard one another as colleagues; and there must be A facilitator (at least until teams develop these skills) who holds the context of the dialogue. Hierarchy is antithetical (adverse) to dialogue, and it is difficult to escape hierarchy in organizations. Suspending all assumptions is also difficult, but is necessary to reshape thinking about reality.
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TEAM LEARNING
learning is vital because teams, not individuals, are the fundamental learning unit in modern organizations. According to Senge, the definition of team learning is: ...the process of aligning and developing the capacity of a team to create the results its members truly desire. It builds on the discipline of developing shared vision. It also builds on personal mastery, for talented teams are made up of talented individuals
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Team

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CHARACTERISTICS OF SUCCESSFUL TEAMS

A clear, elevating goal A results driven structure Competent team members Unified commitment A collaborative climate Standards of excellence External support and recognition Principled leadership
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Building Shared Vision

A shared vision begins with the individual, and an individual vision is something that one person holds as a truth. A vision is a vivid mental image, a graphic and lifelike mental image that is very important to us, i.e., held within our hearts. The shared vision of an organization must be built of the individual visions of its members. What this means for the leader in the Learning Organization is that the organizational vision must not be created by the leader, rather, the vision must be created through interaction with the individuals in the organization.

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Building Shared Vision (contd)

Organization cannot change overnight from having a vision that is communicated from the top. An organization where the vision evolves from the visions of all the people in the organization will have to go through major change for this to happen. Visions spread because of a reinforcing process. Increased clarity, enthusiasm, and commitment, rub off on others in the organisation. As people talk, the vision grows clearer, enthusiasm for its benefits grow.

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Essentials of K M
Knowledge

Intelligence

Experience

Common
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sense
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Knowledge

Is a fluid mix of framed experiences, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knower.

In organisations it often becomes embedded (fixed) not only in documents or repositories but also in organisational routines, processes, practices and norms. Knowledge can be Tacit (often used but cannot be articulated or externalized and thus cannot be easily diffusible) Explicit (knowledge which can be coded, presented, and so on i.e it can be easily transferred to others.) Explicit knowledge can be held by an individual or by a collective group (dept / orgn) 50 EMJAY 4/28/2013

Intelligence
The ability to gain and apply knowledge Ability to build use knowledge to make decisions. Capacity to use and understand language Experience Closely related to knowledge, develops over time through successful experiences that adds to expertise Relates to what one has done in the past and what has happened in the past.

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Common Sense

Refers to unreflective opinions of ordinary humans which come naturally, and many times instinctually.
Not easily learned and acquired.

Exist only in human beings and not in machines.

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Knowledge Management Techniques

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On site observation Brainstorming The Delphi Method Decision tree Protocol analysis Decision making techniques Consensus decision making Nominal Group Technique Concept mapping Black Boarding Problem Solving Implications of KM
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On - site Observation
Gives

Live exposure to the knowledge developer through participant observation while working at the site. the knowledge developer to seek knowledge within the working world of the expert.

Enables

Places

the knowledge developer closer to the actual steps and procedures used by the expert to solve the problem.
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Brain storming

Unstructured approach to generate ideas about a problem for creative solution. Follows a process of 1) Setting the objective 2) Idea generation 3) Idea evaluation 4) Select with the consensus Delphi Method Involves a survey with a series of questionnaires to the experts to solve difficult problems. Replies are sent after receiving the questionnaires to all the members for their feedback. Generally used for demand forecast, project market truly, to identifying the future problems
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Decision Tree
A model in the form of graphic tool that charts the steps to consider in evaluating each alternative solution in the decision making.

Protocol Analysis

An important knowledge capture and acquisition technique. Provides a means for extracting persons thoughts while they are performing a task. Represents a verbal walkthrough where a expert talks aloud and explains the steps and possibilities and feasibilities through logic and reasoning
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Decision Making Techniques

The process of identifying and selecting a course of action to solve a specific problem. Consensus Decision Making
Involves making a choice from available or generated alternatives

Nominal Group Technique

An idea writing or idea generation technique A structured group approach used to develop ideas and explore their meaning for clarity and specificity. Provides an interface between consensus and brain 57 EMJAY 4/28/2013 storming

Concept Mapping

A unique tool to represent knowledge in graphs. A network of concepts that consists of nodes and links. A node represents a concept and a link represents the relationship between the concepts. Used in the designing of computer structures like large websites
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Black Boarding (Group-ware)

Bringing a group of experts together in a room with a large black board (work place) Initial data is written on the large black board for every one to see and each expert will have a chance to contribute to the solution via the black board Problem Solving An important skill required at all levels of management be top, middle, supervisory and for different categories such as engineering or non engineering. A continuous function for all human beings and is as important in organisational life as society
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BUILDING KNOWLEDGE CORPORATIONS

all inclusive, pervasive, balanced approach on process transformation, technology deployment, and integration and change initiatives. A typical blue print of Knowledge Corporation is one of the integration of all the above components. Involves the building up of three intelligent portals-enterprise knowledge portal, knowledge portal and market portal- each one of these have specific objectives of enabling intelligent interactions between and across the various stake holders of 60 organisation. EMJAY 4/28/2013
Involves

IMPLEMENTNG K M IN ORGANISATION

K M to get implemented in organisation needs to get the organisational confidence, process clarity and methodology (implementation) for achieving. Alignment with the organisations business objectives and strategies. Creating short term and long term land marks, which reflect the direction of the implementation. Implementation is also dependent on organisational culture, hence should be supported by clearly defined process, individual responsibilities and technological enablers.
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Un announced test 1 & 2

Why organisations launch their KM program? 2. What is Knowledge Management? 3. Briefly explain the mechanistic approach in KM 4. What is intellectual capital? 5. What is the cultural /behaviouristic approach in KM? 6. What are the functions of KM? 7. What are the components of KM? 8. What is a team? 9. What are the conditions for team learning? 10. What is a knowledge organisation? 62 EMJAY 4/28/2013
1.