Km masterclass part1 knowledge&km ha20140530sls

KM 1 – Knowledge and KMIntroduction: Knowledge and KMWhy is KM increasingly important?Knowledge: practical insights, descriptions and models

Masterclass KM – SlideShare contribution, June 2014http://de.slideshare.net/HoferAlfeisJ/presentations

Dr.-Ing. Josef Hofer-AlfeisConsulting on Knowledge & Innovation [email protected]

Design: Ron Hofer

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2

KM Masterclass – Preface

The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references. The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students, e.g.: Zeppelin University, Friedrichshafen University of the German Army, Munich University of Applied Science, Munich University of Applied Sciences for Economics and

Management, Munich Donau University Krems, Austria University Augsburg

Contents:

KM 1 – Knowledge and KM

KM 2 – KM Processes 1

KM 3 – Soc.-t. KM Systems 1 / Processes 2

KM 4 – Socio-technical KM-Systems 2

KM 5 – Plan & Control Knowledge & KM

KM 6 – KM and Idea / Innovation Mngt.

Any questions, remarks and ideas for modification or improvement are appreciated – please contact me, see slide „contact“ at the end of the presentations.

Munich, May 2014, Josef Hofer-Alfeis

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 3

Consultancy clients, e.g.kubus IT, Continental, ThyssenKrupp, MunichRe,USEEDS, Roche, o2, Siemens, RHI, Erste Bank

Moderator of the WIMIP Community – 170 KM practitioners in industry / serviceorganizations

Lecturer on KM at University Augsburg and University Tehran (MAKE award program)

Program board member for the Journal of KM and the annual BITKOM KnowTech conference

Leading author of the BITKOM guideline for KM processes

Author‘s introduction – since 1990 consultant,researcher and lecturer in KM and Innovation Management

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 4

245

2014: >260 MM members de.linkedin.com/in/jhaconsult/

22

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 5

photo is important

visitors in totalsince 2004: >16k

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 6

activity stream

KM … social networking …?Using social networks?

for business?Germany 2013: 30% of all

companies with >10 employees

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 7

Introduction: Knowledge, KM – and why?

Focus: Knowledge - practical insights, descriptions and models

Agenda

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 8

Knowledge is the capability for effective action

Peter Senge,

President, Society for Organizational Learning

The basic definitions in KM are still an ongoing discussion – some forum discussions to this topic: One Sentence Definition of Knowledge (30 comments, May 2012) http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&

discussionID=100991985&gid=154868&commentID=73362991&trk=view_disc&ut=2snoMIInCpPl81

Knowledge vs. Information (43 comments, Aug. 2012) http://www.linkedin.com/groupItem?view=&srchtype=discussedNews&gid=89493&item=99140520&type=member&trk=eml-anet_dig-b_pd-ttl-cn&ut=3Qi0paofuyPl81

u“Knowledge“ in KM: a short definition for the practice

important groundwork slide

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 9

We only know what we know when we need to know it. example: engineer’s approach

We always know more than we can say, andwe always say more than we can write down.

example: consultant’s expertise … consulting discussion … documented consulting results

Everything is fragmented. example: the Wikipedia experience intelligence to find work-arounds

uSome elementary characteristics of “knowledge”source, e.g. http://www.gurteen.com/gurteen/gurteen.nsf/id/newsletter104?open#L004191

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 10

As we know, there are known knowns. These are things we know we know

We also know that there are known unknowns. That is to say, we know there are some things we do not know.

But there are also unknown unknowns, ones we do not know we do not know.

And finally there are things, we do not know (at the moment), that we know them tacit knowledge

uKnowledge or Not-Knowledgesource partly:The KNOW Network Alert, No. 186 - January 15, 2008

situative /appearing

when neededtacit

knownknowns

the unknown

knownunknowns

nknowledge n knowledge existent not existent

(mom

enta

rily)

aw

are

no

t aw

are

today we only know about 1% of the animate beings on our earth, e.g. in 2011 >20k new biologic species have been discovered, examples

in fact not to be named / described

?

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 11

Enterprise

u„Knowledge“: raw material, resource and product for the business – a comprehensive view

Knowledge – the capability for effective action

• individual competencies

• organizational capabilities

• codifiied knowledge /

information

Ideas / Inno-vation opportunities

Patents ... (IntellectualProperty)

Standards,Regulations ...

Customers, suppliers, partner, ... the worldRelationships ... Knowledge

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 12

K. AreaService XX provision

K. AreaProduct

Lifecycle Mngt

K. AreaCustomer

Relationship Mgt

in business-critical knowledge areas

uKnowledge areas – knowledge holders – knowledge quality

...

person

organization information

circulating in specificknowledge holders

Total knowledge

Knowledge Quality:• k. depth / proficiency?• distribution / networking?• codification?

K. AreaQuality Mngt,

Risk Mngt,…

K

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 13

uKM strategies

...

person

organization information

circulating in specificknowledge holders

Total knowledge

K. AreaService XX provision

K. AreaProduct

Lifecycle Mngt

K. AreaCustomer

Relationship Mgt

in business-critical knowledge areas

K. AreaQuality mgt.,

Risk Mgt.,…

K

KM-Strategy:• Personalization?• Codification?• Networking &

Collaboration?• blended approach

Knowledge Strategy?see KM 5

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 14

uKM actions and KM key players

K AreaService XX

bereitstellen

K AreaPLM

K AreaCRM

K AreasQuality mgt.,

Risk Mgt.,…

...

person

organization information

Knowledge Worker

KM Support Org.

strategic control, culture, resources,

mngt. energy

Management

KM key player

subject matter actions in specific knowledge area

general KM measures for any knowledge area

K

key players‘ needs and intentions?

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 15

uKM is always an inter-disciplinary approach – KM partner disciplines (examples)

Knowledgethe capability for effective action

• individual competencies

• organizational capabilities

• codifiied knowledge /information

Enterprise

Customers, suppliers, partner, ... the worldrelationships ... knowledge

Ideas / Inno-vation opportunities

Patents ... (IntellectualProperty)

Standards,Regulations ...

KM partner:Personnel Development /

Talent Management, „Learning/Training“ …

KM partner:Organizational Development, Process Mngt., Quality Mngt.,

Community Mngt. … Social Networking Organization

KM partner:Information Mngt., Communication,

QM …, Information Services, …

additional KM partners

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 16

various partner disciplines of KM are already active to support, e.g. learning and training, inter-connection by collaboration, information formalizing and distribution,but they are driving a kind of one-dimensional KM

The value added by the meta-discipline KM:

provide models and processes for “orchestrated” solutions across all three types of knowledge carriers: individual, organization and information

evaluate, involve and integrate contributions of the various KM partner disciplines, i.e. combine their solutions to more powerful multi-dimensional approaches

Examples:

Transferring business-critical knowledge to another site of a company

Maturing company-specific knowledge for performance and innovation

KM is a Meta-Discipline – why is it useful?

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 17

Joint KM projects with Personnel Development / Talent Management

Expert Career System based on a Knowledge Strategy Expert Career System enriched by communities of practice Demography-orientiented KM

Joint KM projects with Innovation Management:

Network building for innovation managers and drivers (community of practice) Specific KM support for innovation managers

Collaboration areas for KM and Quality / Process Management:

Avoiding / learning from failure … Lesson-Learned- / Best-Practice-Sharing …

Reuse of product / service knowledge, e.g. via helpdesk „knowledge data bases“

Process modelling / improving … Lesson-Learned- / Best-Practice-Sharing …

Areas of inter-disciplinary collaboration – examples

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 18

KM comprises all management activities, which are concerned with knowledge systematically, goal-oriented and in most cases independent of the knowledge area, i.e. its content.Its objective is to drive for the effective, proficient, networking and learning organization.

my own definiton, for more see D-A-CH-WM-Glossar (in German)http://wm-wiki.wikispaces.com/file/view/D-A-CH_Wissensmanagement_Glossar_v1-1.pdf 2014-05

“Managing as if Knowledge were Important”

Nick Milton, Knoco Ltd.http://www.nickmilton.com/2014/03/managing-as-if-knowledge-is-important.html 2014-05

uKM definition – an approachold corny joke: you are KMer

– you should know that …

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 19

KM definition: still in many discussions – examplehttp://www.linkedin.com/newsArticle?viewDiscussion=&articleID=136969185&gid=154868&trk=EML_anet_nws_c_ttle-0Rt79xs2RVr6JBpnsJt7dBpSBA

Oct 2011

>130 „definitions“

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“The most important, and indeed truly unique, contribution

of management in the 20th century was the

fifty-fold increase in the productivity

of the manual worker in manufacturing.

The most important contribution management

needs to make in the 21st century is

similarly to increase the productivity

of knowledge work and the knowledge worker”

KM – why is it important now?Management guru Peter F. Drucker, 1909-2005 stated …

image source: http://projektmanagement.wordpress.com/category/projektmanagement/page/49/

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 21

Work: knowledge is the major resource in high-income countries … knowledge-intensive work grows versus manual “mechanical“ work

People: education and self-responsibility

Organization: self-organization, networking and collaboration … learning

Infrastruktur: digitalization and information networking

Economy: global, open, internet-based …

Additional trends: Outsourcing … automatization … mobility … complexity …

KM – why is it important now?an interplay of many factors …

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 22

Can KM create value? – MAKE dimension 8: Managingenterprise knowledge to generate shareholder/stakeholder value

Develop and deploy an enterprise knowledge-based strategy for increasing shareholder/stakeholder value KM 5

Develop and deploy enterprise knowledge-based programs for increasing shareholder/stakeholder value KM 5

Map and measure knowledge value chains KM 5

Develop and manage knowledge-based value creation MAKE competition

Measure change in enterprise shareholder/stakeholder value

Communicate/report on knowledge-based value creation

new slide

Successfully managing enterprise knowledge yields big dividends.

The 2013 Global MAKE Winners trading on the NYSE/NASDAQ showed

• Total Return to Shareholders (TRS) for the ten-year period 2003-2012 of 22.8% - 2.3 times the average Fortune 500 company median.

• Return on Revenues (ROR) for the 2013 Global MAKE Winners was 12.3% - 3.8 times that of the Fortune 500 ROR median.

• Return on Assets (ROA) for the 2013 Global MAKE Winners was 9.8% - 4.6 that of the Fortune 500 ROA median.

source: Global MAKE report 2013

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 23

Knowledge is the major resource in high-income countriessource: http://www.bloomberg.com/slideshow/2014-01-21/best-countries-for-business-2014.html#slide16 22.01.2014

behind Hongkong, Kanada, USA, Singapur/Australien

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 24

guilds … chambers of crafts

schools, universities, …

regulations, laws, …

publicly / government sponsored collaborationbetween companies …

social networks, self help groups, consumer protection, …

public knowledge repositories, e.g. Wikipedia, LEO, … wer-weiß-was (who-knows it), …

public cultural and scientific organizations/events

media …

religion, popular wisdom, tales, …

…

also important: the quality of “public KM” in a society - examples

Lessons Learned process?

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 25

Regionaldistribution ofprofessional KM

indicator:2014 Knoco Global Survey of KM

369 contributions

www.knoco.com

125

18

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 26

No time for KM?

source: km4dev

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 27

Introduction: Knowledge, KM – and why?

Focus: Knowledge - practical insights, descriptions and models

• overview and 3D space of knowledge quality• codified knowledge – defined, described, structured: examples• distributed and/or networked knowledge: examples• flat vs. deep knowledge – level of expertise / proficiency: examples• tangibility – explicit vs. implicit or even tacit knowledge: examples

Agenda

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 28

Design: Ron Hofer

uKnowledge has different holders and specifities

knowledge holder – knowledge specifity

person – education, experiences, abilities, …

organization – distributed and/or networked capabilities in groups

collective: everybody knows it

complementarily connected: the group knows it only together (everybody has only a part of a „puzzle“)

information – codified (defined, described, structured) knowledge = described capability

information = knowledge??not disjunctive, but overlapping sets

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 29

e.g. knowledge abouta process, product, market, …

Example: knowledge holders and knowledge networking in a business knowledge area

expert

documents

files

jointdocuments

joint files

group(community, team,

org. unit, …)

IT-systems

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 30

uKnowledge specifities: dimensions and characteristics useful in KM

content / knowledge area / activity space / topic / theme / … „what are we talking about?“

quality (e.g. in a specific knowledge area) level of expertise level of distributedness and/or

connectedness/networking level of codification

tangibility / visibility explicit / externalized implicit (not yet externalized)

aware (momentarily) not aware = tacit

additional specifities: value truth / validity … combinations like

knowledge breadth, e.g. number of knowledge areas with certain level of expertise, …

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 31

Example for knowledge area „find the way from A to D“typically any relevant knowledge area is represented in all three specifities

professional guide

tourist, being the 2nd time there

various proficiencylevels

proficiency of somebody,who has done it before A B

B CC D

partial knowledgediffused and inter-connected acrossvarious persons

navigation systemcodified knowledge

in various mapsand guidebooks

travel reports

distribution /networking

codification

codificationdepth /

proficiency

Additional Dimension: Knowledge Content, e.g.geographical, economical, metrological, …

explicit / implicit / tacit?

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 32

uBasic concepts: 3D knowledge quality space andbasic KM processes improve/adapt knowledge quality

distrib./networkg.

codification exp

ertis

e/pr

ofic

ienc

y

world-classexpert

beginner

skilled &trained

profess’lexpert

in

divi

dual

c

olle

ctiv

e /

co

mpl

emen

tary

Sources: Max Boisot, CIBIT, Siemens, JHA

~head & stomach

~powerpoint

~guideline

~standard

Improve:describe, structure, define

Improve:deepen & detailabstract & enrich

Improve: share/distribute

and network/combine

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 33

unsystematical KM is nothing new in business and private life:

intuitively – personally – semi-professional

biased by one knowledge holder

separately driven by various KM key players* and/or support functions

too much fokused on specific KM instruments or solutions

professional approach:

systematic: KM theory, concepts, processes supported by practical experiences

balanced: all three knowledge holders and their interplaying are incorporated, i.e. balancing the three knowledge quality dimensions for the best joint solution

orchestrated: coordinated proceeding of KM with all involved partner disciplines

taylored: oriented on needs and possibillities of the organization(s. KM 5 Knowledge Strategy, KM-State-and-Needs-Analysis)

uWhy KM as a discipline for ist own? Characteristics for a professional KM approach?

often heard objection: „KM is nothing new!?“

* person, organization, information

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 34

Managing all knowledge holders – example HELIOS Kliniken GmbH „KM in health care – knowledge sharing drives to success“

source: Helios Kliniken internet homepage 2009

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 35

Introduction: Knowledge, KM – and why?

Focus: Knowledge - practical insights, descriptions and models

• overview and 3D space of knowledge quality• codified knowledge – defined, described, structured: examples• distributed and/or networked knowledge: examples• flat vs. deep knowledge – level of expertise / proficiency: examples• tangibility – explicit vs. implicit or even tacit knowledge: examples

Agenda

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 36

Codified knowledge- examples (1)

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 37

Codified knowledge- examples (2)

17 advices, what to do / not to do with a candlecandle information, March 2014

photo advice, how to dress in foreign cultureIran, May 2014

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 38

room for legal studies in Munich townhall,

May 2014

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 39

Codifying knowledge – example:Expert Debriefing how to make apple strudel

your knowledge about„appropriate apples“?

notes about ingredients

and proceeding

plus video record, e.g.how to tear the dough thin and flat

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 40

Codified knowledge: Lessons Learned / Best Practices in Frequently Asked Questions on battery product page

http://www.akku.net/akku-faq.html#25

Can fast charging destroy my storage battery?

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 41

Codified knowledge: example of measuring the level of codification and expertise source: test 6/2001 (Stiftung Warentest)

additional similar test assessments:test 09/2007 – software for English learningtest 10/2007 – school books on historytest 02/2009 – career guidebooks

what is measured:correctness

completenesstracability

source listingreliability of sources

structuringdetailing

...

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 42

Knowledge with increasing level of codification described by „know-ledge sediments“ with examples concerning communities of practice

standard, code, patent, ... database, standard repository, obligatory training...

guideline, Best Practice, rule, ... document mngt. system, handbook,reference process model, training...

typical approach, good practice, ... Q&A forum, FAQ, seminar ...

idea, draft, rough concept, ... concept modeller, wiki, workshop...

„seeds for ideas“, trend, meaning, ... creativity instruments, blogging, coffee corner ...

knowledge KM processes / instruments

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 43

Introduction: Knowledge, KM – and why?

Focus: Knowledge - practical insights, descriptions and models

• overview and 3D space of knowledge quality• codified knowledge – defined, described, structured: examples• distributed and/or networked knowledge: examples• flat vs. deep knowledge – level of expertise / proficiency: examples• tangibility – explicit vs. implicit or even tacit knowledge: examples

Agenda

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 44

… imagine, we would make thefollowing two group exercises …

exercise 1 – everybody is on his own:

10 words are read to you

you try to keep them in mind

guess: how many will you remember to write down? *

exercise 2 – we build groups of ten:

15 words are read to the group

every group tries to keep them in mind

guess: how many will you remember to write down as a group? **

• house

• age

• wood

• story

• …

10 / 15words

list

* ty

pica

l res

ult:

5-8

wor

ds |

** 1

3-15

wor

ds

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 45

distributed and collective, e.g. joint language

distributed and complementary = networked – examples:

trivial – but surprising: in this room – who is next with birthday?

real – business-relevant:comprehensive knowledge about products and processes

fictive: in this room we surely could combine ourcomplementary knowledge to create an innovation

real – business-relevant: : collective intelligence / Crowd Intelligence

„Swarm Intelligence“ (many of the same kind with rules for cooperation)

symbiosis (many different complementing to something greater)

example: prediction markets, e.g. estimating the chip price at HP –employees bet anonymiously on the future price of memory chips in six months: <70% improved forecasting compared to usual expert team

uDistributed and/or networked knowledge: examples

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 46

Distributed networkedknowledge: example

Old towns are grown artefactsof distributed networked knowledge: no individual masterplan but the result of networking of many citizens

source: Suedd. Zeitung, 2014-05-12

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 47

Access – MM visitors / month source: WIKIMEDIA / SZ 15 May 2014

started 2001, currently >4,5MM articles in Englisch, >1MM in German, >200k in >1,5MM registered users and an unknown number

of unregistered users have contributed

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 48

backup slideask mommy

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 49

www.best-in-class.com

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… offering distributed/networked

knowledge via expert teams / networks …

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 50

ad hoc networking of fans of this type of photo brainteaser

– where-is-this? – to get information about the unknown location, where the

photo has been shot

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http://www.crowdworx.com/ 22.10.12

… making the knowledge of the crowd useful for

business questions

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 52

Distributed / networking knowledge of medical online consulting: measuring the level of expertise – example source: test 4/2003 (Stiftung Warentest)

similar test assessments: 01/2010 – user evaluation of hotel portals

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 53

Organizational forms with distributed and/or networked knowledge – examples

expert network /Community of Practice

customercompany

product / process knowledge,requested image / brand knowl.

reqirements, ideasfactual image, brand knowledge

businessrelationship

static &dynamicaspects

personal relationship partners

relationship knowledge… joint rituals

specificexpertise

department, project or process team

joint task& context

joint collectiveknowledge area

individualperspective

jointpersp.

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 54

Introduction: Knowledge, KM – and why?

Focus: Knowledge - practical insights, descriptions and models

• overview and 3D space of knowledge quality• codified knowledge – defined, described, structured: examples• distributed and/or networked knowledge: examples• flat vs. deep knowledge – level of expertise / proficiency: examples• tangibility – explicit vs. implicit or even tacit knowledge: examples

Agenda

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 55

flat vs. deep knowledge – level of expertise / proficiency: examples of measurements reputation in media / expert communities / …

comparison viabenchmarking,

assessments, …

examination results, e.g. school, university, …

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 56

Individual level of expertise: measurement examplesource: test 2/2004 (Stiftung Warentest)

additional similar test assessments:test 04/2008 – gynecologisttest 05/2014 – pharmacists

20 urologists tested(in Germany)

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 57

Introduction: Knowledge, KM – and why?

Focus: Knowledge - practical insights, descriptions and models

• overview and 3D space of knowledge quality• codified knowledge – defined, described, structured: examples• distributed and/or networked knowledge: examples• flat vs. deep knowledge – level of expertise / proficiency: examples• tangibility – explicit vs. implicit or even tacit knowledge: examples

Agenda

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 58

uBasic concepts: 3D knowledge quality space andbasic KM processes improve/adapt knowledge quality

distrib./networkg.

codification exp

ertis

e/pr

ofic

ienc

y

world-classexpert

beginner

skilled &trained

profess’lexpert

in

divi

dual

c

olle

ctiv

e /

co

mpl

emen

tary

Sources: Max Boisot, CIBIT, Siemens, JHA

~head & stomach

~powerpoint

~guideline

~standard

Improve:describe, structure, define

Improve:deepen & detailabstract & enrich

Improve: share/distribute

and network/combine

tacit … implicit … explicitincreasing level of knowledge codification

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 59

uExplicit and implicit / tacit knowledge*

to make knowledge explicit (externalized)is a question of effort –

theoretically you may even lift an iceberg

Sources: http://eisberg.know-library.net/

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 60

uExplicit and implicit / tacit knowledgeexamples

explicit knowledge – examples

informally articulated:

gossip … talk … discussion …

informally documented:

message … story … report …

formally documented:

FAQ … Lesson Learnt … Best Practice

product / process model

guideline … standard … patent

implicit knowledge (in person /group / information) – examples

not (yet) articulated … hard to articulate / describe … (still) tacit, because no trigger yet

(undocumented) experiences

art, craft, skill, e.g. sailboarding

characteristics, e.g. analytic or design thinking

values

relationship, context understanding

”between the lines” …in “Big Data”*

in artefact ...

*what has to be stocked in walmart stores before a hurricane, besides flashlights, water bottles and boots? strawberry pop tarts and beer http://www.linkedin.com/groups/Knowledge-embedded-in-big-data-77700.S.275624713?trk=group_search_item_list-0-b-ttl&goback=.gna_77700 Oct. 2013

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 62

Group exercise: knowledge holders and specifities

Define jointly in your group the knowledge area you will discuss.It should be defined in its name by an activity and an object – some examples:

conduct meeting

manage work-life-balance

cook dinner dish

manage public relations

plan journey

manage project

your choice ...

Then discuss examples in that knowledge area for:

1. knowledge holder personand its specific expertise?

2. knowledge holder group and its specific organizational capability – differentiate between

2a. collective capability?

2b. connected/networked capability? (what is the name for the „puzzle-like“ capability?)

3. knowledge holder informationand its documented knowledge?

4. flat and deep knowledge?

5. implicit and explicit knowledge?

6. tacit knowledge?

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 63

Knowledge, KM – and why?

3D space of knowledge quality

codified knowledge

distributed and/or networked knowledge

level of expertise / proficiency

tangibility – explicit, implicit, tacit knowledge

Summary & discussion

?

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 64

Contact

Dr.-Ing. Josef Hofer-AlfeisConsulting for Knowledge and Innovation Management

Josef-Sterr-Str. 4, 81377 München, GermanyT   +49 89 85661623M  +49 173 9775943Email [email protected]

Skype JHofer-AlfeisBrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html XING https://www.xing.com/profile/Josef_HoferAlfeis Public Maven profile: http://www.maven.co/profile/5Anc2u3DTwitter HoferAlfeisJBookmarking http://del.icio.us/HoferAlfeisJFacebook http://www.facebook.com/profile.php?id=1800807835#!/ yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm

PartnerCompetence Center Knowledge | Innovation | Intellectual Capital Mgt.Amontis Consulting AGKurfürsten Anlage 34D-69115 Heidelbergwww.amontis.com

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 65

Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014

BOOKS:

Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013

Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X

Learning to fly: practical knowledge management from leading and learning organisations – Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091

Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001. ISBN: 0-87584-870-2

Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing ,2002. ISBN: 3895781819

Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN  978-3-9810595-4-0

LINKS: www.knowledgebusiness.com www.apqc.org/membership-knowledge-management www.pwm.at www.c-o-k.de/index.htm www.xing.com/net/pri3b94dax/knowledgemanagement/ www.xing.com/net/wm www.wissenmanagen.net/ www.cogneon.de www.eknowledgecenter.com Bookmark services from JHA:

JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks Important discussion forums for KM & Innovations Mngt. (selction):

http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_ foren

JOURNALS: Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)

Journal of Knowledge Management (Fokus Forschung; englisch)

KM Review (Fokus Anwendung; englisch) http://www.melcrum.com/products/journals/kmr.shtml

COMMUNITIES OF PRACTICE / BODIES:

WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip

Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten,z.B. gfwm-regional München: http://www.gfwm.de/group/121

BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz

PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA: Improving Knowledge Management for Service Organizations, Munich Re,

Communities Meeting, Hohenkammer 2014

Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012, and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-twitter?from=new_upload_email

Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement‑ Synergien, Projektbeispiele und Erfahrungen ‑ In: KnowTech Konferenzband 2011, www.knowtech.net

~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen Forschern/Interessierten für Technologie-Innovation – „Technologie-Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011, http://knowledgecamp.mixxt.org/networks/files/folder.10675

Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... ‑ In: KnowTech Konferenzband 2009, www.knowtech.net

Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of the ageing workforce. Int. J. Human Resources Development and Management, Vol. 9, Nos. 2/3, 2009

~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn

~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und Therapie ‑ In: KnowTech Konferenzband 2008, www.knowtech.net

~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,

~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;

~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz. Wissensmanagement, Heft 2/2008, S. 38-39

~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess-Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx

~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in: KnowTech Konferenzband 2006, www.knowtech.net

~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net

~: Effective Integration of KM into the Business Starts with a Top-down Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719-728

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Analysis of KM / InnoM state and needs via interviews with key people and design of an inter-disciplinary KM / InnoM program

Moderation of developing a knowledge strategy with the business strategy by the management team

Support of KM strategy definition, KM implementation and controlling

Systematic and transparent design of expert career systems based on a knowledge strategy

Support with specific KM / InnoM instruments – examples:

Debriefing of teams or leaving experts

Development and improvement of communities of practice and other social networks

Coaching by development of an individual knowledge strategy / KM program

Dr.-Ing. Josef Hofer-Alfeis:Consulting Offerings for KM and Innovation Mngt. (InnoM)

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