Knowledge Management Process Framework
Knowledge Management Process Framework
Knowledge Sharing
Comprises disseminating and making available what is already known-a collaborative process
Knowledge utilisation
Capability to find knowledge when needed and be able to use it
Sharing Knowledge
Helping knowers share what they know they know
Identifying and removing the obstacles to facilitate sharing
Helping knowers articulate and share what they do not know they know
Requires skilled observation, facilitation, interviewing techniques and ability to codify the knowledge in a form that many people can use
Collaborative Environment
The process of creating, sharing and applying knowledge requires collaboration Collaborative Activities
- brainstorming sessions - problem solving - idea generation - strategy planning meetings
Involves multiple people from different locations, functional mixes and operational bases
People
Knowledge Assets
Identify
Individual and Organizational Intellectual Capital Structured Intellectual Capital
What
Capture
How To
Client Value Structure Share-able
Results
Benefits
Competitiveness Operational Efficiency Growth in competency
Manage
Reuse of Intellectual Capital
Share/Reuse
Socialisation
Individual knowledge
Explicit to Tacit
Externalisation
Individual & group knowledge
Explicit to Explicit
Internalisation
Individual, group, company knowledge
Combination
Group & company knowledge
Strategic Process
- Assess - Build & Sustain - Divest
Get - Articulate
Ability People can describe their information
needs
Challenges
Understand and communicate intended use of information Direct information requests appropriately
Approaches
Active search Look for a specific set of information. Passive search Announcement of an information need.
Responses flow back to the requestor.
Get - Articulate
Understand and communicate intended use of information
- Critical role played by intelligent interrogators - Need to grasp sufficient detail of the subject to understand what they are looking for, know it when they find it and know when they have found enough
At consulting firm Booz Allen & Hamilton, a corporate information specialist is part of every team At McKinsey & Company corporate information specialists take on the role of intelligent interrogators
Get - Awareness
Ability People know where to find the
knowledge resources
Challenges It is not enough to know what to look for, it is also necessary to know where to look for Approaches Provide signposts: directories, maps, yellow
pages
Get - Awareness
Finding expertise in large organisations can be a bewildering experience, full of of blind alleys and wrong turns. A Best Practice Resource Map at Chevron, a global oil giant Electronic forums around its core product line organised by Buckman Laboratories, a chemical manufacturer in Memphis Questions and latest information Corporate Yellow pages at Teltech, a research & knowledge services firm.
Get - Access
Ability People have the tools they need to find
and capture information
Challenges
Balance pushand pull technologies Involve the user in tailoring navigation and capture tools
Approaches
Pull: Searching through a large repository of information Push: Distribution of information to a users desktop by an information source
Get - Access
Push
Objective User Technology used Best for Information capture Passive Always active - continuing knowledge needs - Time-dependent information - Creating awareness of what information Advantage access can be pulled (notification) Brings important material to users attention of need Disadvantage Can overload users since they the part dont control it Allows user to information at point Requires time on of the user
Pull
Navigation Active Active only when - One-time needs - Conducting - Detailed
research
Get - Guidance
Ability
New organisational roles support information seekers
Challenges
Provide access to both centrally managed and self-published information Create framework and processes that promote knowledge re-use
Approaches
Convert Librarians into cybrarians Create a new role - the Knowledge Manager Use Experts as Information Filters
Get - Guidance
Role of a Knowledge Manager
- Answering on-line questions - Facilitating on-line discussions - Scouting out useful material - Networking within the community
Get - Completeness
Ability The knowledge infrastructure is
comprehensive and well organised
Challenges
Provide access to both centrally managed and self published information Create frameworks and processes that promote knowledge reuse
Approaches
Centrally managed information- convergent systems Self-published information- divergent systems
Get - Completeness
Guidelines for creating frameworks
- Identify what information based on how do we work in the organisation - Avoid clutter : quality over quantity - Update regularly: Nothing drives users away faster than outdated information - Train the user: Cutting edge technology solutions are highly underutilized partly because of inertia and partly due to fear
Use - Imperatives
Abilities Permeability:
Ideas flow both in and out of the organisation, exposing people to many different perspectives and possibilities
Freedom:
People are generally comfortable and confident about acting on new ideas
Use - Permeability
Challenges
Change the organisational structure to improve communications and knowledge flows Design the physical environment to facilitate interaction Treat information as an open resource Avoid accessibility dysfunction in the form of top-down, cross-functional, bottom-up Collaborate continuously with the stake-holder communities
Use - Freedom
Challenges Value the contributions of everyone in the organisation
Absorb new ideas that fit the organisations strategic objectives
Learn - Imperatives
Abilities Peoples capacity for learning is an infinitely abundant resource. Visibility
The link between strategy and the learning derived from everyday actions is obvious
Habituation
The practice of learning is common place. Individuals reflect on experience all the time and this is the essence of learning
Learning- Challenges
Visibility
Learning at the organisational level asks individuals to go beyond just accomplishing a task to asking questions about it. People learn all the time Leverage learning for the organisations benefit Strategy of the organisation is achieved through the learning that is derived from everyday decisions and actions
Learning- Challenges
Habituation
Promote the pleasure principle at work Embed reflection mechanisms into the habit of work Capture the benefits, failures and disagreement Nurture the art of learning by doing
Contribution - Imperatives
Abilities Motivation
Members want to contribute their knowledge
Facilitation
Systems and structures support the contribution process
Trust
The organisation promotes understanding of and respect for the value of contributed intellectual capital
Contribution-Challenges
Motivation
- Remove barriers to sharing - Link contribution to opportunity and advancement - Withhold benefits from non-contributors - Find points of mutual benefit
Facilitation
- Allow employees the time and space to contribute their best - Create dedicated roles that support the contribution process - Support transfer of tacit knowledge - Weave an organisational web
Contribution-Challenges
Trust - Support a contract of reciprocity - Create explicit policies on the use of intellectual assets - Use self-publishing to promote ownership
Strategic Processes
Assess
- Perspective - Integration
Divest
- Forbearance - Conversion
Assess-Perspective
Ability Expand the theory of organisation to capture the impact of knowledge on organisational performance Challenges - Identify new forms of organisational capital
Assess-Integration
Ability
Incorporate a new set of frameworks, processes and metrics into the overall management process
Challenges
- Visualise the underlying structures that guide KM practices - Experiment with metrics & valuation approaches to evaluate strategic outcomes
Types of Capital
Human capital The ability of individuals and groups to
apply solutions to customers needs.
Organisational capital
The capabilities of the organisation made up of codified knowledge from all sources (knowledge bases, business processes,technology infrastructure), the shared culture, values and norms.
The relationship among human, customer and organisational capital that maximises the organisations potential to create value which is ultimately
Intellectual capital
Intellectual Capital
To build and sustain knowledge through resource allocation decisions, organisations must grow and renew the forms of capital that jointly give rise to
intellectual capital.
Organisational capital is the intellectual capital that remains in the organisation when members leave.
Organisational capital
Challenges
- Demonstrate that value creation is a values proposition - Make room for the entire person to show up for work every day
Divest - Forbearance
Ability
Unnecessary knowledge is not acquired in the first place
Challenges
- Discriminate between forms of knowledge that can be leveraged and those that are limited - Find alternatives to direct acquisition in order to experiment with knowledge
Divest - Conversion
Ability
Knowledge that is a drain on resources is converted into sources of value
Challenges
- Recognise and dispense with true resource drain - Avoid throwing out the baby with the bath water!