KM-Ver 1.2 Student

Institut Tadbiran Awam Negara (INTAN)

National Institute of Public Administration

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KNOWLEDGE

MANAGEMENT

Zakaria [email protected]

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Contents

Definition of Knowledge

Definition of Knowledge Management (KM)

Road Map to KM Implementation

Key Benefits of KMS

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How Knowledge is Derived?

Data

• facts, numbers or individual entities without context

Information

• comprises the basic facts with context and perspective

• Information= data + interpretation

Knowledge

• the information which provides guidance for action.

• Knowledge= information + use

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Data

Information

Knowledge

•Possess context

•Pattern of data

•Information that enable action

•Fact, observation

•Devoid of context

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HOW

to do

things

WHERE

to find

examples

WHOM

to ask for

help

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Ideas/best practices from organisation which can be utilized to achieve the organization’s goals

This knowledge is specific according to organization role/function

Knowledge may be recorded in an individual brain or stored in organizational processes, products, facilities, systems and documents.

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When Information become knowledge

consequences connections

conversationcomparison

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Types of Knowledge

Tacit Knowledge “highly personal and hard to formalize. Subjective insights, intuitions

and hunches fall into this category of knowledge.”

E.g. Experience, Creativity, Skills, Innovation, etc.

Explicit Knowledge: “can be expressed in words and numbers and can be easily

communicated and shared in the form of hard data, scientific formulae,

codified procedures or universal principles”

E.g. Pattern, R&D Materials, Best Practices, etc.

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Knowledge conversion – Tacit to 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

Source: Ikujiro Nonaka

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The Importance of Knowledge

Resources of an organization must be protected, cultivated and shared among organization members to sustain continuity.

To compete more effectively in the future an organization need to have the following elements such as

• Individual skills/competencies

• Thoughts

• Innovations and ideas

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Problems Relating to Knowledge

Usually exists in the minds of individuals

Leaves the organization with the employee

Hidden in some forgotten report

People are not comfortable sharing their

knowledge.

• a human problem, not a technology problem.

WHY?

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People are not sharing what they know due to

• personal reason

• organizational inhibitors.

This is becoming an extremely expensive reality.

Problems Relating to Knowledge (cont’d)

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Inefficiencies that result from intellectual work.

Substandard performance

The inability to find knowledge resources

A better idea goes unused is a lost opportunity

Problems Relating to Knowledge (cont’d)

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Definition of KM

KM is a systematic management process by which knowledge is identified, created, gathered, shared, applied in pursuit of organizational objectives.

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Definition of KM (cont’d)

A systematic process of information in a way that improves an employee’s understanding in a specific area of interest.

It helps an organization gain lesson learnt and understanding from its own experience

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Definition of KM (cont’d)

Specific KM activities help focus the organization knowledge for problem solving, e-learning, strategic planning & decision making.

KM protects intellectual assets from decay, add to organization intelligence and provides increased flexibility.

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KNOWLEDGE MANAGEMENT GOALS

UNDOCUMENTED -tacit knowledge idea

DOCUMENTED -Explicit Knowledge captured in document

SHARING & REUSE

KNOWLEDGE

MANAGEMENT

INFORMATION BASE

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Elements of KM People

The culture of the organization support ongoing

learning & knowledge sharing

The people should be motivated and rewarded

for creating, sharing & using knowledge

Inspire the people to innovate & learn from

mistakes. Do not allow “blame and shame”

culture

Also relate to mindset, trust, insight, hunches

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Reasons People Don’t Share Knowledge:

People believe that knowledge is power

People are insecure about the value of their knowledge

People don't trust each other

Employees are afraid of negative consequences

People work for other people who don't tell what they know

Elements of KM (cont’d)

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Process

In order to implement and sustain knowledge management,

organizations need to make changes to the way their internal

processes are structured.

Identify which processes constitute either barriers to, or enablers

of, knowledge management.

How these processes can be adapted, or what new processes can

be introduced, to support people in creating, sharing and applying

knowledge?

activity such as research, observation, meeting, coaching, social

network, portal and etc.

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KM Process

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Technology

a crucial enabler of knowledge management

it can help connect people with information, and

people with each other, but it is not the solution.

KM portal, discovery tools, applications, etc.

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Technology (Enabler)

Social Media

Knowledge Repositories

Expert Systems

Data Mining tools

Collaborative tools

Intranets/Extranets

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Knowledge Repositories

Tool used to store information

Also known as Data Warehouse

Examples:

• Business Intelligence

• EIS, DSS

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Expert Systems

Attempts to provide an answer to a problem with

the consultation aid of human expert.

Example: Case based reasoning• Characteristics of a problem are entered into a system, classified

based on different cases, and provides a potential solution. This

case and it’s solution is then added to the database.

Help Desk• From experience of maintenance activity, the system can

produce result to the user and what action should be taken.

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Data Mining

Attempt by the system to translate huge

amounts of data into knowledge

Analyzes patterns

Some examples…..• Based on information gathered from current and historical data ,

it can help forecast market trends, business patterns, profiling

practices using algorithms.

• Examples of DM product: Scenario (Cognos), Intelligent Miner

(IBM)

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Collaborative Tools

Facilitates interaction among individuals to encourage sharing.

Email

Blogs

Virtual conferencing

Online community

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Intranets

Usually the first stage of KM implementation for most organizations

HR forms, online resources, work product status…

Plan with the user in mind: access, flexibility and navigation

E.g. SharePoint

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Extranets

Centralized electronic repository of

information

Accessed by clients

E.g. advertising, newsletters, client

specific information, status of orders….

Interactive tools for collaboration

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KMS Architecture ModelComponents of

KMS

The Technical Consideration

Source: Ovum Ltda. Woods (1998)

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ROAD MAP TO

KM IMPLEMENTATION

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Community of Practice

Objective and Scope

CSF of CoP

• to ensure a group remains sustainable.

• e.g. Training: SME, lecture notes, cases, infrastructure, question bank,

etc.

Roles and Responsibility

• K-User – internal and external personnel

• K-Owner – who leads CoP or champion

• K-Holder – personnel who has similar interest, SME, active members,

asset contributors.

Virtual Tools.

• e.g. Blogs, Wordpress, CMS, SharePoint

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KM ReadinessKM Strategy Leadership

Behaviours

Networking

(Collaboration)

Sharing &

Learning

Capturing

Level 5 Clearly Identified Recognise and act

as a role model

Clearly defined

roles and

responsibility

Common

language,

templates &

guidelines

Easy to get &

constantly

refreshed and

distilled.

Level 4 Not linked to

Business Strategy

A few jobs are

dedicated to

managing

knowledge

Organised

around business

needs

Customers and

partners

participate in

review session

Individual acts

as the owner

Level 3 No Framework Views as the

responsibility of a

specialist team

People are

networking to

get result

Sharing & using

are recognised

Little or no

distillation

Level 2 Just saying Little visible

support from top

Ad hoc & limited

among

individuals who

share a common

interest

Learn & review

before doing

Team capture

lesson learn

after a project

Level 1 Only a few people

realize

View as

management fad

Knowledge

hoarders get

rewarded

Sharing is for

benefit of the

team

Rarely refreshed

& few contribute

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5 STAGES

Stage 1: Get Started

Stage 2: Develop a Strategy

Stage 3: Design and Launch a KM Initiative

Stage 4: Expand and Support

Stage 5: Institutionalize KM

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STAGE 1: Get Started

Knowledge management has emerged as a topic of interest in the organization

At least a few employees have explored the benefits of KM for the organization

Someone has had a personal stake in developing interest in KM

Some members of the organization have learned about KM through participation in consortia or conferences

The organization has created a high-level rationale or vision for pursuing KM

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STAGE 2: Develop Strategy

Establish a KM exploratory group or steering committee for KM

Need support from an executive sponsor for further exploration of KM

Look for internal grassroots efforts already under way

IT organization is interested in actively supporting KM initiatives

Stories of how knowledge sharing has helped in the past (lesson learnt)

identify proof-of-concept (POC) that allows to demonstrate how KM will benefit our organization

Secured ownership, funding, and buy-in for pilots

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STAGE 3: Design & Launch KM Initiatives

Design a pilot and implementation strategies

Launch communities of practice (CoP), an interactive KM Intranet site, or some other pilot initiative

Enlist and train pilot facilitators and leaders

Establish pilot measures and indicators and developed a system for tracking and reporting results

Create strategies for learning from our KM initiatives

Map out strategies for expanding our pilot initiatives across the organization

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STAGE 4: Expand & Support

Other departments in the organization are expressing a demand for KM, based on pilot results

Begin to market KM throughout the organization

Make the entire organization aware of KM

Expand strategy in place for KM initiatives

Identify the resources necessary for expanding KM efforts

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STAGE 5: Institutionalize Knowledge

Management

KM is directly linked to business model

KM initiatives are widely deployed throughout the organization

All staffs are trained to use KM technologies

Assess KM strategy, identify gaps, and outline methods to close the gaps

Have a formal support structure in place to maintain KM.

Have rewards programs in alignment with our KM strategy

Sharing knowledge is now the norm in organization

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KEY BENEFITS OF KM

SYSTEM

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The Need for a KM System

Increases the capture, sharing and

transfer of knowledge across the

organization

Captures tacit and explicit knowledge

Enables indexing and categorization to

facilitate searching and mining

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The Need for a KM System (cont’d)

Single point of access to knowledge contained in

isolated information systems

Monitors and alerts user when new knowledge is

captured

Linking individuals to knowledge to encourage

reuse and sharing

Encourage collaboration by linking individuals to

individuals

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The Need for a KM System (cont’d)

Provide paper-less integration with workflow

applications to automatically capture knowledge

generated

Provide secured access to organizational

knowledge

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TERIMA KASIH

KM-Ver 1.2 Student

Documents

organization knowledge

interpretation knowledge

category of knowledge

knowledge contd people

knowledge contd inefficiencies

context information

perspective information

organization intelligence