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Discuss The Problems of Knowledge Management Knowledge Management

There are several problems with knowledge management including identifying the right users, tasks, situations, and types of knowledge to consider. Designers must learn about users, their tasks and contexts to address these problems. For example, different types of users and situations imply different system requirements. It can also be difficult to obtain knowledge from sources that have left the organization. Knowledge must also be evaluated, processed, implemented, and its worth assessed to determine relevant knowledge and benefits of capturing it to share. Culture challenges involve getting people to willingly share what they know.

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Kirui Bore Paul
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59 views3 pages

Discuss The Problems of Knowledge Management Knowledge Management

There are several problems with knowledge management including identifying the right users, tasks, situations, and types of knowledge to consider. Designers must learn about users, their tasks and contexts to address these problems. For example, different types of users and situations imply different system requirements. It can also be difficult to obtain knowledge from sources that have left the organization. Knowledge must also be evaluated, processed, implemented, and its worth assessed to determine relevant knowledge and benefits of capturing it to share. Culture challenges involve getting people to willingly share what they know.

Uploaded by

Kirui Bore Paul
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© Attribution Non-Commercial (BY-NC)
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Question One. Discuss the problems of knowledge management Knowledge management Def.

Km is a concept in which an enterprise gathers, organizes, shares, and analyzes the knowledge of individuals and groups across the organization in ways that directly affect performance -Robert S. Seiner here are many definitions of !knowledge!, "ut there are two that seem to stick out and that are related in an interesting fashion# he first defines !knowledge! as !digested his interpretation of information!. o put it na$vely, if you "uy a "ook, you "uy information% if you have read the "ook and understood &!digested!' it, you have knowledge. !knowledge! is (uite appealing, "ut not very helpful in connection with computers, since it does not directly involve them. )ence computer scientists tend to use a somewhat weaker second interpretation of !knowledge!# !knowledge! is !information in conte*t!, i.e. massive amounts of interrelated material that, in itself and the relation and !linkage! "etween its parts, keeps dynamically changing. he connection "etween the two definitions is that the second can "e seen as an !electronic shadow! of the first, of the mapping of &at least parts of human' knowledge into computer systems. Problems of knowledge management Detecting the +right, needs is not a simple task. -. designers have to learn as much as possi"le a"out who users are, which tasks the y have to perform, in which situations, which knowledge types they need to memorize and retrieve &for achieving the tasks', which tools they use, etc. /o doing, -. designers have to face with pro"lems a"out users, tasks, situations, etc. 0*amples of such pro"lems are# Users' types: 1ho are the +right, users to consider2 )ow to take account of the multiplicity of -. users2 3s it worth considering every potential user of the -.2 -oncerning the first (uestion, for e*ample, managers of the 45- corporation &a 6rench 7oint factory' claimed that the customers are important to consider , "ecause they +ha

ve the entire knowledge of the product in situation, &8u9rin and .ah9, :;;<'. Tasks: 1hich are the +right, tasks or goals to consider2 6or e*ample,/imone &:;;=' identified the following goals of collective memory in the conte*t of dynamic comple * situations# &a' innovating% &"'increasing cooperation% &c' managing turn>over% &d' handling e*ceptions% &e' dealing with critical situations. Situations: 1hich are the +right, situations, or conte*ts, to consider2 6or e*ample, dynamic comple* situations &e.g., emergency management, traffic control, rescue services, industrial plant control' will imply -. re(uirements different from less dynamic situations &cf. 1?rn :;;=' Knowledge: 1hich is the +right, knowledge to consider2 1here to get it2 1hat can we do if the source users &those who have the +right,knowledge' have "een transferred, or have resigned, dismissed, or retired &8u9rin and .ah9, :;;<'2 Errors: 1hich are the important errors to consider2 )ow to handle them2 6or e e*ample, 4oftus &:;;<' reported very interesting studies a"out false memories showing that +when people who witness an event are later e*posed to new and misleading information a"out it, their recollections often "ecome distorted ulture: )ere, we are not simply referring to culture as in your place of "irth, your nationality, etc. he challenge is more than that. 3t involves the challenge of getting people to share knowledge, getting people to the point of willing to share what they know. his challenge is more of an art of doing it, rather than technical. 6or a knowledge developer, one of the primary skills or (ualifications is the a"ility to get the e*perts share the tacit knowledge related to the domain of the K./ that is to "uild. 3f you are in the position of a manager, what are the ways that you can think of to encourage your su"ordinates to share what they know with one another2

Knowledge e!aluation# his involves the assessment of the worth of knowledge &people, files, documents, data"ases, etc' that e*ist across the entire organization, in order to determine "oth domain and scope of K. pro7ects that should "e initiated. imply a pro7ect in itself, the more su"stantial the larger an organization. his will his will imply

that one has to selective in determining what are relevant knowledge, where they reside, and what "enefits they will derive if they are captured and put in a form that can "e shared and used. Knowledge processing: @y knowledge processing, it is the task of finding out how e*perts make decision on their tasks "ased on the knowledge they possess. "uild. Knowledge implementation: his is most technical among the four challenges, and his is an important challenge that will eventually influence the (uality of the K. system that is to

they are related to the activity of organizing knowledge that has "een identified and integrating it to the processing strategy "eing adopted "y the organization. @eing a"le to successfully overcome this challenge is like overcoming the last hurdle "efore final deployment of the K. system.

References
1isner, A. &:;;<'. Anthropotechnologie# vers un monde industriel pluri>centri(ue Ban 0ngers, . B., .athies )., 4eget 5., and Dekker, -.-.-. &:;;C'. Knowledge .anagement in the Dutch a* and -ustoms Administration# Drofessionalisa> tion within a Knowledge 3ntensive Organization.

Droc. of 3/.3-KE;C -ompiFgne, pp. <:>GH.

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