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    Introducing Knowledge Management: CS 314 - Intelligent System

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    Mikki Balatero
    This document provides an introduction to knowledge management. It begins by defining knowledge management as organizing and sharing important knowledge to get the most value. Key drivers for knowledge management include increasing complexity, market volatility, need for speed, and loss of individual experience. The document then discusses types of knowledge, forces enabling knowledge management, and how it benefits organizations by addressing issues like turnover. It provides examples of knowledge management systems and emphasizes that people and processes are more important than technology for effective knowledge management.

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    Introducing Knowledge Management: CS 314 - Intelligent System

    Uploaded by

    Mikki Balatero
    52 views7 pages
    This document provides an introduction to knowledge management. It begins by defining knowledge management as organizing and sharing important knowledge to get the most value. Key drivers for knowledge management include increasing complexity, market volatility, need for speed, and loss of individual experience. The document then discusses types of knowledge, forces enabling knowledge management, and how it benefits organizations by addressing issues like turnover. It provides examples of knowledge management systems and emphasizes that people and processes are more important than technology for effective knowledge management.

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    This document provides an introduction to knowledge management. It begins by defining knowledge management as organizing and sharing important knowledge to get the most value. Key drivers for knowledge management include increasing complexity, market volatility, need for speed, and loss of individual experience. The document then discusses types of knowledge, forces enabling knowledge management, and how it benefits organizations by addressing issues like turnover. It provides examples of knowledge management systems and emphasizes that people and processes are more important than technology for effective knowledge management.

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    52 views7 pages

    Introducing Knowledge Management: CS 314 - Intelligent System

    Uploaded by

    Mikki Balatero
    This document provides an introduction to knowledge management. It begins by defining knowledge management as organizing and sharing important knowledge to get the most value. Key drivers for knowledge management include increasing complexity, market volatility, need for speed, and loss of individual experience. The document then discusses types of knowledge, forces enabling knowledge management, and how it benefits organizations by addressing issues like turnover. It provides examples of knowledge management systems and emphasizes that people and processes are more important than technology for effective knowledge management.

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    of 7

    CS 314 Intelligent System

    INTRODUCING KNOWLEDGE MANAGEMENT


    Objectives

    What is Knowledge Management (KM)?


    What are the driving forces?
    Role of KM in todays organization
    What is Knowledge Management System (KMS)?
    Classification of Knowledge Management Systems
    Effective Knowledge Management

    Knowledge Management Motivation


    The 20th anniversary of the landing of an American on the surface of the Moon occasioned many
    bittersweet reflections. Sweet was the celebration of the historic event itself... Bitter, for those same
    enthusiasts, was the knowledge that during the twenty intervening years much of the national
    consensus that launched this country on its first lunar adventure had evaporated... [Fries,S. 1992].
    What is Knowledge?

    The Old Pyramid


    o

    data

    o
    o
    o

    information
    knowledge
    wisdom

    Information that changes something or somebodybecoming


    grounds for action by making an individual, or institution capable
    of different, more effective action

    Drucker, The New Realities

    What is Knowledge Management?

    Knowledge as a Key Source


    Knowledge has become the key resource, for a nations military strength as well as for its
    economic strength is fundamentally different from the traditional key resources of the economist
    land, labor, and even capitalwe need systematic work on the quality of knowledge and the
    productivity of knowledge the performance capacity, if not the survival, of any organization in the
    knowledge society will come increasingly to depend on those two factors [Drucker, 1994]

    More definitions than Webster


    - Wiig
    - Drucker
    - Rumizen
    - Neilson
    - My Take
    More varieties that Heinz 57

    British Petroleum
    Buckman Labs
    Ford
    Others

    What is Knowledge Management?

    Knowledge management (KM) may be defined simply as doing what is needed to get the most out of
    knowledge resources.
    KM focuses on organizing and making available important knowledge, wherever and whenever it is
    needed.
    Related to the concept of intellectual capital (both human and structural).

    Forces Driving Knowledge Management

    Increasing Domain Complexity


    Accelerating Market Volatility
    Intensified Speed of Responsiveness
    Diminishing Individual Experience

    Role of Knowledge Management in Todays Organization

    KM is important for organizations that continually face downsizing or a high turnover percentage due
    to the nature of the industry.

    A Few Foundation Principles and Building Concepts


    Knowledge influences success
    Knowledge resides in the heads of people
    Two Types of Knowledge:
    - Codified
    - Personalized
    Knowledge sharing requires a conduit to happen systemically
    Technology is the conduit
    Knowledge sharing requires trust
    KM embraces both the Knowledge Based organization and the Learning Organization
    KM has planned architectural frameworks
    Knowledge Influences Success

    Peter Drucker (the one factor)

    Toffler (Survival in Knowledge Age is not who can read or write but who can learn and unlearn quicker)

    Nonaka (the cutting edge)

    Tom Peters (sum total of value-added)

    Handy, Drucker (primary factor of productivity)

    Knowledge Originates and Resides in the Heads of People and the Two Types of Knowledge

    Explicit knowledge that is codified, recorded, or actualized into some form outside of the head
    o

    Books, periodicals, journals, maps, photographs, audio-recordings

    Webpages, websites, portals

    Tacit Knowledge from experience and insight, not in a recorded form, but in our heads, intuition

    Intellectual capital
    o

    Doesnt mean much unless packaged in useful ways

    technology and global environment is redefining useful ways

    Technology Enables New Knowledge Behaviors

    Technology shapes how we live (radio, television, computer, biotechnology)

    Pushes KM, doesnt drive it

    Facilitates flow of knowledge


    o

    One look, one feel

    Easy access

    Easy dissemination (push-pull)

    Different storage (from paper to digits)

    Knowledge Sharing and Transfer Requires Trust

    Trust is hard to build in cyberspace

    Trust usually requires initial face-to-face

    Sharing must be open and reciprocal

    Based upon a commonality

    Time to do so

    Social identity in cyberspace

    Shift from Managing Stocks of Stuff to Managing Flows of Knowledge (Nielson)


    Librarians use to managing stuff
    o

    Books

    Magazines

    Cassettes

    Administrators use to managing stuff


    o

    Buildings and furniture, land

    People

    Money

    Automators use to managing Stuff


    o

    Computers

    Fiber optics

    Bandwidth

    KM Embraces the Learning Organization and the KBO

    Peter Senge, The Fifth Discipline

    Learning Styles (Visual, Auditory, Kinesthetic)

    Change Intervention Styles (Engineer, Teacher, Socializer, Commander)

    Adult Learning Theory (Experiential, Critical Reflection, Self-Directed)

    Share knowledge to learn quicker, relearn and unlearn faster

    What is a KBO?

    Knowledge Requires Capture, Organization, Access and Leverage

    OLD WAY
    - Capture form is written,
    auditory or graphical
    representations
    - Organization is via tables
    of content, indexes,
    classification systems
    used by publishers,
    libraries, etc.
    - Access when physical
    body goes to where the
    knowledge is locateda
    library, a company, a
    research laboratory, a
    school
    - Tacit knowledge rarely
    tapped
    - Leverage is a sum game

    Knowledge Work Activities

    - NEW WAY
    Capture from is digits in
    cyberspace
    Organization via software
    programs designed upon
    engineering principles,
    mathematical equations,
    word associations in
    cyberspace 24/7/365
    Access wherever the
    physical bodies link via
    computers
    Tacit knowledge tapped
    using many different
    technological tools
    Leverage is exponential,
    multiples upon multiples

    What is Knowledge Management Systems?

    Social/Structural mechanisms (e.g., mentoring and retreats, etc.) for promoting knowledge sharing.
    Leading-edge information technologies (e.g., Web-based conferencing) to support KM mechanisms.
    Knowledge management systems (KMS): the synergy between social/structural mechanisms and
    latest technologies.

    OVERLAPPING FACTORS
    Effective Knowledge Management

    80% - Organizational processes and human factors


    PEOPLE
    20% - Technology
    Knowledge is first created in the peoples minds.
    ORGANIZATIONAL
    KM practices must first identify ways to encourage
    PROCESSES
    and stimulate the ability of employees to develop new
    knowledge.
    TECHNOLOGY
    KM methodologies and technologies must enable
    effective ways to elicit, represent, organize, re-use,
    and renew this knowledge.
    KM should not distance itself from the knowledge owners , but instead celebrate and recognize their
    position as experts in the organization.

    Classification of Knowledge Management Systems

    Knowledge Discovery Systems


    Knowledge Capture Systems
    Knowledge Sharing Systems
    Knowledge Application Systems

    Four Pillars of Knowledge Management:

    Leadership
    o Business Culture
    o Strategic Planning
    - Vision and Goals
    o Climate
    o Growth
    o Segmentation
    o Communications

    Organization
    o BPR
    - Processes
    - Procedures
    o Metrics
    o MBO

    o
    o
    o

    TQM/L
    Workflow
    Communications

    Technology
    o E-mail
    o OLAP
    o Data Warehousing
    o Search engines
    o Decision support
    o Process Modeling
    o Management tools
    o Communications

    Learning
    o Intuition
    o Innovation vs. Invention
    o Learning community
    o Virtual teams
    o Shared results
    o Exchange forums
    o Communications

    Environment Influences
    -

    Social
    Political
    Governmental
    Economic

    Multiple Disciplines
    - Systems Engineering
    - Organization Development
    - Systems Management
    - Organization Behavior
    Army Knowledge Management Goals & Structure
    GOAL 1

    GOAL 2

    GOAL 3

    GOAL 4

    Governance

    Best Practices

    Info-structure

    A.K.O.

    GOAL 5

    Initiatives
    Enterprise Portfolio
    Management
    Architecture
    Capital Planning &
    Investment Mgmt
    Army Regulations &
    Policy Revisions
    AKM Strategic

    Elimination of
    Applications
    Battle Command
    Knowledge System
    Foxhole to Factory
    Processes
    Collaborative
    Processes
    Achieve eArmy

    LandWarNet
    Integrate Reserve
    Component
    Enterprise Directory
    Services
    NETOPS CONOPS
    Defense In-Depth
    Server and

    Distributed A.K.O.
    NCES Services
    Key Component of
    LandWarNet
    Standard Army We
    Presense
    Common User

    National Security
    Personnel Sys
    Home Resource
    Planning
    Professionalization
    of Workforce
    Institutionalize AKM
    in Schoohouses
    Information

    Communications
    Plan

    Transformation

    Processing Center
    Consolidation

    Interface

    Operations Assets

    KM is different from KMS

    KM is a whole ball of wax (people, technology, processes, learning, business)


    KMS is a knowledge management system that makes it happen
    KMS is comprised of four components
    Content management applications
    Expertise locator applications
    Collaboration
    Portal
    All tightly integrated

    KM: Important Lessons Learned

    KM - beyond fad a distinct management concept suggesting its prudent to manage the intellectual
    assets of an enterprise, to cultivate for advantage in the marketplace
    KM is complex, integrative with other disciplines
    Old skills and abilities dont necessarily work in KM environment must be redefined, polished, updated
    Principles and concepts are not new- whats new is the merger with technology to do so and practical
    applications
    Librarians have many skills that apply to KM

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