Knowledge Management and the Technical Writer

Knowledge Management: Perspectives from a Technical WriterMatt Danda, MBA1Alternate Title:What the heck is Knowledge Management? I read a ton and still dont get it! 2AgendaKnowledge Management OverviewMy Perspective on KM as a Technical WriterKM Initiatives for a Technical Writer (Discussion)ConclusionReferencesKnowledge Management OverviewDefinition of Knowledge Management (1 of 3)Knowledge management is the systematic processes by which knowledge needed for an organization to succeed is created, captured, shared, and leveraged (Rumizen)Definition of Knowledge Management (2 of 3)Knowledge management comprises a range of practices used in organizations to identify, create, represent, distribute and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organisational processes or practice. (wikipedia)Definition of Knowledge Management (3 of 3)Knowledge management is the leveraging of collective wisdom to increase responsiveness and innovation (Frappaola)What is Knowledge Management Related To?KM draws from a wide range of disciplines and technologiesCognitive scienceExpert systems, artificial intelligence and knowledge base management systems (KBMS)Computer-supported collaborative work (groupware)Library and information scienceTechnical writingDocument managementDecision support systemsSemantic networksRelational and object databasesSimulationOrganizational scienceObject-oriented information modelingElectronic publishing technology, hypertext, and the World Wide Web; help-desk technologyFull-text search and retrievalEvolution of Knowledge Management1959: Peter Drucker coined the term, knowledge worker in his book, Landmarks of Tomorrow.1966: Philosopher Michael Polanyi defined tacit and explicit knowledge.1982: Tom Peters and Robert Waterman, Jr., publish In Search of Excellence: Lessons from Americas Best-Run Companies.Successful organizations share a common set of values and practices1992: Michael Hammer and James Champy publish Reengineering the Corporation.Starts business process re-engineering craze1995: Ikujiro Nonaka published The Knowledge Creating Company.Popularize Knowledge Spiral model (tacit versus explicit)Evolution of Knowledge ManagementLate 1990sLeif Edvinsson became first Chief Knowledge Officer (CKO) of Swedish-based Skandia CorporationExplosive interest in knowledge management as Internet emergedBusiness process re-engineering craze meets headwindsRe-engineering is a one-time , short-term fix (but shouldnt be!)Lots of business knowledge was let go in the re-engineeringMost knowledge management post-1995 is to all intents and purposes content management (Snowden)Evolution of Knowledge Management2000 to presentTechnology ferver of 1990s waned quicklyAcute recognition of the chaos and complexity of human organizationsNext generation of panaceas emerge (B2B, Portals, e-learning enterprise content management, information architecture, taxonomies, etc.)Key TermsData: Simple factsInformation: Data used in context to answer a questionKnowledge: Information used to address novel situations for which no direct precedent exists. It is comprehension, understanding, and learning that go on in the mind. We often do not know what we know, until an opportunity arises to employ the knowledge to accomplish something.Information management consists of predetermined responses to anticipated stimuli. Knowledge management consists of innovative responses to new opportunities and challenges. (Frappaola)Key TermsExplicit knowledge: What we know that can be put to words.Tacit knowledge: Know-how, judgment, experience, insights, rules of thumb, and skills. Difficult to express, capture, or transmit in any systematic or logical manner.We know more than we can tell. --Michael PolyaniKey TermsSocialization: transferring tacit knowledge from one person to anotherExternalization: making tacit knowledge explicit by people-to-people interactionCombination: transferring explicit knowledge to explicit knowledge. Making explicit knowledge available to others.Internalization: Learning through experience, transforming explicit knowledge to tacit knowledgeKnowledge Spiral

Knowledge Spiral

TechnologyFits Here!Knowledge Spiral

TechnologyFits Here!People-to-peoplePeople-to-peoplePeople-to-peopleThree Models for Managing ContentFile Server ModelContent Management System ModelSharePoint Information Architecture ModelMicrosoft SharePoint is a collection of products and software elements that include Internet Explorer based collaboration functions, process management modules, search modules and a document-management platform.Content is easy to generate and store; difficult to search and findUser classifies content by file name and folderFile Server ModelUser creates contentContent stored/shared through file server

Manual tagging is cumbersome, leading to low user adoptionContent stored/shared through content management applicationContent Management System ModelUser uploads and classifies manually using organizational taxonomy

User creates content locallySearch can leverage IA taxonomyContent and taxonomy are inextricably linkedSharePoint Information Architecture ModelContent inherits taxonomy with no user action required

User instantiates content through SharePoint UIWhat Happened to Knowledge Management?KM has fallen victim to a mixture of bad implementation practices and software vendors eager to turn a complex process into a pure technology play. The result: like many a business concept, KM has evolved from a hot buzzword to a phrase that now evokes more skepticism than enthusiasm. (CIO Magazine, May 2001)The Nonsense of Knowledge ManagementT.D. Wilson in his paper, The nonsense of knowledge management (2002), notes that most journal articles on knowledge management have these tendencies:A concern with information technologyA tendency to elide the distinction between knowledge (what I know) and information (what I am able to convey about what I know)Confusion of the management of work practices in the organization with the management of knowledgeThe Nonsense of Knowledge ManagementIn practice, KM breaks down to two topics:Management of informationManagement of work practicesThe conclusion is reached that knowledge management is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. (T.D. Wilson)Where Is Knowledge Management?Knowledge management has been easily dismissed by some as just the latest management fad. Dilbert has lampooned it. Untold software vendors slap the label of KM on their packages and tout miraculous cures for all our knowledge failings. Yet, behind all the jargon and the hype, we find companies engaged in serious efforts to manage their most precious assettheir working knowledge.Where Is Knowledge Management? (cont)Managing knowledge is clearly one of the new fundamentals for success in the new economy. It is a tough job and few organizations do it well. Knowledge management involves many complex organizational issues; simplistic approaches will not work; nor will throwing technologies at people somehow magically make knowledge happen. (Lawrence Prusak, Executive Director, IBM Institute for Knowledge Management, 2002)My Perspective on Knowledge Management as a Technical WriterMy Perspective as a Technical WriterMy current job:Lone technical writer in a team of subject matter expertsThe team has a strong interest in capturing knowledgeVery limited development resourcesZero budget for content/knowledge mgmt toolsCan only develop solutions using existing toolsCorporate intranetMS Office suite (Word, Excel, Access)My Perspective as a Technical WriterI think that a Technical Writer can make an invaluable contribution to the monumental task of capturing and communicating knowledgeThe focus must go beyond writingFacilitating the writing process (which in turn facilitates internalization and externalization)Managing contentOrganizing contentActing as a documentation consultant to help devise methods for capturing knowledgeMy Perspective as a Technical WriterThe Technical Writer may be the only one around who understands:Styles and standards in a team environmentWorking with very long documentsManaging large numbers of documentsFocus on ContentThe Technical Writer is highly focused on the actual content captured in the KM systemNot as easily distracted with:The technology behind the systemThe narrow interests of highly specialized subject matter experts (whose unique needs can sometimes inadvertently sabotage the grand plan)Focus on AudienceThe Technical Writer may be the only one really thinking about the audienceClearly identifying the audience/userUnderstanding the specific question or problem being addressedAdapting the content to serve as information (answering a specific, known question) Adapting the content to enable advancement of knowledge (to support a future, unexpected question)Instead of just slapping content together and publishing itFocus on Document WorkflowThe Technical Writer asks people and workflow questions that might otherwise get overlooked by developersOrganization/architecture of informationWriting and review processPublication processSimple (one click) or Complex (generate PDF, check in/out)Archival and versioning processMaintenance and update processKnowledge Management Initiatives for a Technical WriterSmall-Scale KM Initiatives for a Technical WriterIn addition to being a member of a full-fledged KM initiative, the Technical Writer can make a difference by volunteering to solve these common business challenges:Reduce lost file syndrome (network folders)Improve email productivity (memos, rules)Improve writing productivity for non-writers (templates)Help develop Internal toolsWrite internal communications that help sell new management initiativesLeading by ExampleUse your normal projects as a showcase for your strict attention to best practicesContent-centric perspective Never forget the audienceAdapt content for re-use, rather meeting a one-time needNever let tools distract you from (or compensate for) creating good contentDocument management perspectivePay strict attention to basic document conventionsFile namesVersioningNever let tunnel vision from one SME implement changes that affect bigger pictureConclusionKnowledge Management has a spotty track record, but it is not going awayIn fact, KM is gaining in importanceTo succeed, a KM initiative must focus heavily on the people and processesConclusion (cont)The Technical Writer can make a valuable contribution to knowledge management projectsIntense focus on the actual content that is being preservedLess susceptible to distractions related to tools and technologiesLess susceptible to distractions from the narrow needs of particular SMEsContinually monitoring the overall structure of information Willing and able to help management craft the communications that are critical to achieving buy-in from key playersAcutely aware of basic writing conventions that can make-or-break a documentConclusion (cont)Finally, the Technical Writer can play a significant role in establishing an environment in which SMEs can focus more of their time on transferring knowledge to paper and less time on editing, formatting, retrieving, and publishing documentsReferencesKoplowitz, R., and Owens, L. SharePoint: the backbone of your information architecture. KMWorld, June 2009. Frappaolo, C. (2006) Knowledge Management.Harvard Business School Press (1998), Harvard Business Review on Knowledge Management.Introduction to Knowledge Management Rumizen, M.C. (2002), The Complete Idiots Guide to Knowledge Management.Snowden, D. (2002), Complex Acts of Knowing: Paradox and Descriptive Self-Awareness, Journal of Knowledge Management, Vol. 6 No. 2.Wilson, T.D. (2002), The nonsense of knowledge management, Information Research, Vol. 8 No. 1. Wikipedia