1. Define core knowledge 2. List the three phases of developing a

core knowledge framework3. Describe core business of an

organisation and its knowledge requirements

4. Analyse a business to identify the knowledge domain

5. Outline why knowledge capabilities can influence core knowledge

6. Construct a definition of core knowledge for an organisation

7. Explain issues that need to be considered when designing a core knowledge policy

8. Examine potential challenges associated with mapping core knowledge in an organisation

9. Identify issues that may need to be resolved when developing a knowledge repository

10. Outline issues likely to arise over content authorship

What is core knowledge? Why is it important to clarify the

scope and nature of core knowledge?

What are some of the likely issues which may arise when building a content management system?

Most organisations face a knowledge glut

Many apply a ‘kitchen sink’ approach to providing access to knowledge

This can prevent useful application of knowledge

The goal of knowledge management is to facilitate ready access to critical knowledge when people need it

Content management Vital to effective knowledge

management Identifies and categorises valued

knowledge (today’s session)Manages and maintains the currency

and accessibility of that knowledge (Session 8)

Strategic or operational knowledge which contributes to essential organisational processes or outcomes

Long-term value to the organisation Enables high performance on core

activities Justifies the cost of knowledge capture

and management Minimises duplication, misinformation

and redundant effort

Knowledge management relies on an effective content management system (CMS)

The CMS is developed progressively: Phase 1: clarify the core knowledge scope Phase 2: define core knowledge parameters Phase 3: develop the core knowledge

structure

Explores the types of core knowledge found in the organisation and the ways in which that knowledge is used

Clarifies the nature of the core business which is undertaken

Determines the knowledge domain to be supported and encouraged

Ensures staff have the capabilities to use that knowledge

Identifying the core business and its knowledge requirements

What are the major organisational activities? Where is the firm going? Is there specialised or unique knowledge? Which knowledge needs to be shared? Can the costs of sharing be recouped through

the use of that knowledge? What are the benefits of enabling the use of

the knowledge by others?

Define the knowledge domain Areas of knowledge that support the core

business strategy of the organisation Each organisation develops a different

knowledge domain Knowledge which members need to share

and use as common resources Knowledge which is strategic and needs

to be developed and cultivated over time

Review knowledge capabilities Identification of desired capabilities, valuable sources of knowledge, demonstrable capabilities and knowledge practices

What do our employees really know?What should they know?How can they gain this knowledge?

Defines and builds policies relating to the core knowledge domain identified in phase 1

Provides boundaries for the core knowledge to be supported in the KMS

Ensures relevant contributions to the system, and appropriate use of the system

Still accommodates evolving requirements

Defining core knowledge Clear definition of what is important Directs employee attention and

resources to that knowledge Should reflect the capacity to manage,

contribute to and resource the resultant domain

May commence with a very tight focus and then expand as time progresses

Categories of core knowledge: Basic core knowledge: essential knowledge

generated, shared and accessed by all staff Strategic core knowledge: limited access,

progressive development, needs updating Developmental core knowledge: potentially

beneficial, but still under development

Defining the core — practical considerations: Absorptive capacity of the individuals Will there be sufficient return on the

investment costs of capturing, recording and maintaining knowledge?

Does the increased management add value? Can the system be maintained? Will the KMS make the knowledge more

accessible?

Develop the core knowledge policy Describes the nature of core knowledge Clarifies importance and value of

knowledge Outlines the roles of various stakeholders Provides guidance on the overall

principles to be applied Policies do not normally include

procedures and practice — these are contained in guidelines which can change as required

Some policy considerations What, how and when will employees

share their core knowledge? Policy implementation Relationship with other organisational

processes and systems? Confidential, competitive knowledge Ephemeral strategic knowledge

management

Systems and processes which assist with mapping and organising the organisation’s core knowledge

Encompasses mapping, categorising, indexing and otherwise labelling core knowledge to facilitate its management

Enables the ready retrieval of core knowledge through effective search processes

User-driven core knowledgeversus

Systematic core knowledge definition

Mapping core knowledge Knowledge maps describe the core

knowledge categories and focal areas Define the structural breakdown of the

different core knowledge areas Two types of maps can be developed:

relational knowledge maps or operational knowledge maps

Establishing and promoting the knowledge repository

Repositories link the different sources by integrating them into a single united system which can be searched in many different ways

Structured or unstructured repository management strategies?

Structured repository management Integrate the use of common structures,

formally constituted headings and content descriptors to describe the content

Keyword headings facilitate subsequent retrieval by providing predictable and reliable terms which are used by both contributors and knowledge seekers

Descriptors guide the user as to the defined content to be found under a keyword

Unstructured knowledge repositories Knowledge is not structured in terms of

content, but is found using free-text searching

Usage is flexible, and sources can be accessed in many creative ways

Successful identification of sources relies on the use of common language and ideas

Repository design principles Ensure only core knowledge is included Clarify the level of control over content Browser design should match the user

needs and capabilities There should be easy access to the system

and user guidance Search agents may assist the user

Knowledge in repositories will be reused, adapted and generally changed over time

Should people be recognised for their contributions?

The source documentation can recognise each individual’s contribution and the date of the contribution

Recognition and reward systems may also integrate this information

Content management is a critical factor in building an effective KMS

Core knowledge should be clearly defined and agreed before the KMS is implemented

Structured and well controlled systems provide better overall support to the user

Knowledge repositories rely on effective knowledge maps to guide their structure and management

What is core knowledge? Why is it important to clarify the

scope and nature of core knowledge?

What are some of the likely issues which may arise when building a content management system?