knowledge management workshop 22 mac 2010
DESCRIPTION
slide presentationTRANSCRIPT
Knowledge Management4Days Workshop
Megat Zainurul Anuar bin Megat JohariAkmal Zaman bin Abu
DREAMSOFT (M)SDN BHDhttp://www.thedreamsoft.com
to be discussed
• what is knowledge?• why knowledge?• data + information + knowledge• information and value• working definition of KM• why knowledge management• how to articulate knowledge• elements of KM• KM strategy• KM and technologies
activities: lessons learned..
1980 - Knowledge Is Power
what is knowledge?
what is knowledge
HOWto do things
WHEREto find
examples
WHOMto ask for
help
basic scenario
“In a classic adventure of Star Trek, Dr. McCoy (the ship's Medical Officer) must restore Mr. Spock's brain to his body. McCoy, not having the knowledge to
accomplish this task uses an alien learning device to impart the knowledge into his
brain”
why knowledge?
• Why did Dr. McCoy need the knowledge imparted to his brain?
» Claim: Knowledge is what human beings need to perform necessary and optional tasks throughout their lives.
» Claim: Information & Data does not enable performance
data + information + knowledge
• WHAT is the RELATIONSHIP between data, information and knowledge?
data
• raw statistics and facts
information
• INFORMATION= data + interpretation
knowledge
• KNOWLEDGE= information + use
when information become knowledge
comparison, consequences, connections, conversation and etc
information and value
qualities that make information valuable
- accuracy- timeliness- engagement- application- rarity
what is knowledge management ?
working definition of KM
systematic process by which knowledge is created, captured, shared, and leveraged
why knowledge management?
• By late 1999 1/3 of top 1,000 largest U.S. companies had begun KM initiatives;
• by 2003 more than half have done KM
• By 2008 all of 1,000 U.S companies used KM
• 2010…………………….
issues identified as ‘drivers for knowledge management’
• Experts are available but the expertise is not shared (employees not able to find “critical existing knowledge” on time)
• Dissipation of tacit knowledge (due to employees’ retirement, transfer, resignation or down sizing)
• Knowledge hoarding (individuals who do not want to share their knowledge/insights due to fear of job security)
• Issue of unlearning and relearning may take place as existing processes may become outdated
issues identified as ‘drivers for knowledge management
• Functional convergence (dependencies between different functional areas that require inputs and cooperation from different divisions or collective expertise)
• Need for organisations to be responsive to demands for better and faster service
• Traditional capital assets and technology may no longer be a key differentiator in the production of goods and provision of services
• External threats possible where jobs and careers or even the entire profession and industry may be threatened
km modes
personal
collaborative
enterprise
knowledge sharing
EXPERTISE
DEC
ISIO
N-M
AK
ING
PO
WER
Experts ‘T’
Expert ‘M’
Working and Learning togetherExpert ‘E’
Expert ‘G’
Experts ‘A’
types of knowledge
Tacit > > explicit
conversion of knowledge
• Socialization – sharing of tacit knowledge between individuals, share feelings, emotions, experiences and mental models
• Externalization – involves the articulation of tacit into explicit knowledge and the conversion occurs through dialogue and the use of figurative language, metaphors, narratives and images
• Combination – reflect the conversion of explicit knowledge into more complex explicit forms. [i.e.: capturing, collecting, sorting, editing and integrating new explicit knowledge]
• Internalisation – converts explicit into tacit knowledge and this occurs through experience and training, reflects learning, training and mentoring
knowledge conversion: tacit & explicit
Internalization [i&g&o]
•training•mentoring
tacit
Socialization [i&i]
•brainstorming•meeting
Combination [g&o]
• repositories• cop
tacit
tacit tacit
explicit
explicit
explicitexplicit
Externalization [ i&g]
• videotaping• knowledge map
Knowledge conversion: tacit & explicit- the bread maker example
individual +group + org
creation of the new product enriched MEGAT and the team's TK base
tacit
individual +individual
MEGAT training with the hotel’s baker
group + organisation
standardization of this K into a manual and embodying it in the product
Individual + group
sharing the TK with product development team
tacit
tacit tacit
explicit
explicit
explicitexplicit
conversion of knowledge + tech
conversion processfacilitating tools
and techniques
T to T S e-meetings, chat, video conferencing
T to E E sharing mental models, analyzing own understanding
E to E C text searching, document
categorization, capturing, collecting, sorting editing etc.
E to T I learning, training and mentoring
elements of knowledge management
• people - relate to culture, mindset, trust, insight, hunches
• process - activity such as research, recruitment, cataloging, indexing, verification
• technology - km portal, discovery tools, server, applications
• content – methodology..’organization’
knowledge management strategies
• sets forth criteria for choosing› what knowledge a firm plans to pursue› how firm will capture and share it
knowledge management strategies
• Generally determined through strategic audit› what sorts of knowledge are critical to support
business positioning› who needs to have what information?
› when do they need to know it?
knowledge management strategies..++
people•Job Description•Knowledge Sharing is Core Competency•Staff Performance Acknowledgment & Assessment•Networks/Communities of Practice
process•Programme Process•Annual Reports•SWAP, PRSP,•Lessons Learned•Project Reports•Trip Reports•PAD
technology•Document Management•Collaboration Tools•Connectivity•Calendar•Internet•ERP•Development Gateway•Internet Supermarket
KM
organisation•Methodology•Corporate Memory •Branding
knowledge management technologies….there is more
EXTRANETS
KACA
KnowledgeManagement
DATA WAREHOUSE
WEBCONFERENFING
DOCUMENTMANAGEMENT
WORK FLOW
DECSION S.SYSTEM
GROUPWARE
KNOWLEDGE REFINEMENT
INTRANETS
note> important
1
knowledge asset
human capital•Attitude•Competencies•Education•Knowledge•Skills•Customer•Brand
customers capital•Distribution Channels•Franchise Agreements•License Agreements•Loyalty
structural capital•Copyright•Corporate Culture•Design Rights•Financial Relations•IT Infrastructure•Management Processes•Service Marks•Trade Secrets•Trademarks
INTELLECTUAL CAPITAL
2
3
Q&A
ask now or forever hold your peace!