Knowledge Management Process Framework

7/30/2019 Knowledge Management Process Framework

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Knowledge Management

Process Framework

Dr. Gita A Kumta


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Imperatives of Knowledge

Management

Knowledge acquisition

Process of development & creation of

insights, skills and relationships

Knowledge Sharing

Comprises disseminating and making

available what is already known-acollaborative process

Knowledge utilisation

Capability to find knowledge when needed

and be able to use it


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Sharing Knowledge

Helping knowers share what theyknow they know

Identifying and removing the obstacles to

facilitate sharing

Helping knowers articulate andshare what they do not know theyknow

Requires skilled observation, facilitation,

interviewing techniques and ability to codifythe knowledge in a form that many people

can use


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Collaborative Environment

The process ofcreating, sharing andapplying knowledgerequirescollaboration

Collaborative Activities- brainstorming sessions

- problem solving

- idea generation

- strategy planning meetings

Involves multiple people from differentlocations, functional mixes and

operational bases


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Drivers Organisational Structure

Process

Content - Knowledge Technology

Economics

People


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Wisdom Knowledge Expert Information

Individual and OrganizationalIntellectual Capital

Client Value Structure Share-able

Reuse ofIntellectual Capital

How To

What

Results Profit Customer

Satisfaction

Benefits Competitiveness Operational

Efficiency Growth in

competency

StructuredIntellectual Capital

Identify

Manage

Capture

Share/Reuse


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Approaches

Codification Focus on enabling storage,indexing, retrieval and reuse

Personalisation Focus on connectingknowledge workers through networks

Exploration Focus on developingknowledge that creates new areas for its

products & services

Exploitation Focus on deriving financialand productivity gains from existing

knowledge


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Process Framework

Defines how organisations generate,maintain and deploya strategically correct

stock of knowledge-based assetsto createvalue.

All elements within the tactical & strategic

processes must be managed in relation toone anotherto achieve

- right mix & amount of knowledge-based

assets - capability to deploy them


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Socialisation Externalisation

Internalisation Combination

Knowledge Conversion - Nonakas Model

Individual knowledge

Individual & group

knowledge

Group & company

knowledge

Individual, group,

company knowledge

Tacit to Tacit Tacit to Explicit

Explicit to Tacit Explicit to Explicit


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Bukowitz and Williams Model


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Processes Tactical Process

- Get

- Use

- Learn

- Contribute

Strategic Process

- Assess- Build & Sustain

- Divest


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Tactical Process Get

Imperatives Articulate

Awareness

Access Guidance

Completeness


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Get - Articulate

Ability People can describe their informationneeds

Challenges

Understand and communicate intended use ofinformation

Direct information requests appropriately

ApproachesActive search Look for a specific set of information.

Passive search Announcement of an information need.

Responses flow back to the requestor.


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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, acorporate information specialist is part ofevery team

At McKinsey & Company corporateinformation specialists take on the role ofintelligent interrogators


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Get - Awareness

Ability People know where to find theknowledge

resources

Challenges

It is not enough to know what to look for,

it is also necessary to know where to look

forApproaches Provide signposts: directories, maps, yellow

pages

Use communities of practice to cast as otli ht on or anisational knowled e


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Get - Awareness

Finding expertise in large organisations can be a

bewildering experience, full of of blind alleys and

wrong turns.

A Best Practice Resource Mapat Chevron, a global

oil giant

Electronic forumsaround its core product lineorganised by Buckman Laboratories, a chemical

manufacturer in Memphis Questions and latest

information

Corporate Yellow pagesat Teltech, a research &knowledge services firm.


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Get - AccessAbility People have the tools they need to find

andcapture information

Challenges Balance pushand pull technologies

Involve the user in tailoring navigation andcapture tools

Approaches

Pull:Searching through a large repository ofinformation Push: Distribution of information to a users

desktop by an information source


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Get - AccessPush Pull

Objective Information capture NavigationUser Passive Active

Technology Always active Active only whenused

Best for - continuing knowledge needs - One-time needs

- Time-dependent information - Conductingresearch

- Creating awareness of what - Detailedinformation

can be pulled (notification)

Advantage Brings important material to Allows user toaccess

users attention information at pointof need

Disadvantage Can overload users since they Requires time on

the partdont control it of the user


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Get - GuidanceAbility New organisational roles support

information seekers

Challenges Provide access to both centrally managed and

self-published information Create framework and processes that promoteknowledge re-use

Approaches

Convert Librarians into cybrarians Create a new role - the Knowledge Manager

Use Experts as Information Filters


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Get - Guidance

Role of a Knowledge Manager- Answering on-line questions

- Facilitating on-line discussions

- Scouting out useful material

- Networking within the community

Role of a Knowledge Manager

- Cataloguing content

- Maintaining timeliness

- Maintaining member profiles

- Providing access and assistance to new users

- Responding to member queries regarding location & availability of

information


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Get - Completeness

Ability The knowledge infrastructure iscomprehensive and well organisedChallenges Provide access to both centrally managed and

self published information Create frameworks and processes that promote

knowledge reuse

Approaches

Centrally managed information- convergentsystems

Self-published information- divergent systems


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Get - Completeness

Guidelines for creating frameworks- Identify what information based on howdo

we work in the organisation

- Avoid clutter : quality over quantity

- Update regularly: Nothing drives usersaway

faster than outdated information- Train the user: Cutting edge technology

solutions are highly underutilized partlybecause of inertia and partly due to fear


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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


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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


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Use - Freedom

Challenges

Value the contributions of everyone in the

organisationAbsorb new ideas that fit the organisations

strategic objectives

Create time and space forexperimentation

Look for ways to boost creativity and

innovation


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Learn - ImperativesAbilities

Peoples capacity for learning is aninfinitely abundant resource.

Visibility

The link between strategy and the learningderived from everyday actions is obvious

HabituationThe practice of learning is common place.

Individuals reflect on experience all the timeandthis is the essence of learning


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Learning- Challenges

Visibility

Learning at the organisational level asksindividuals 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 everydaydecisions and actions


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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


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Contribution - Imperatives

Abilities

Motivation

Members want to contribute their knowledge

Facilitation

Systems and structures support thecontribution process

Trust

The organisation promotes understanding ofand respect for the value of contributedintellectual capital


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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 contributetheir best

- Create dedicated roles that support the contributionprocess

- Support transfer of tacit knowledge

- Weave an organisational web


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Contribution-Challenges

Trust

- Support a contract of reciprocity

- Create explicit policies on the use ofintellectual assets

- Use self-publishing to promote

ownership


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Strategic Processes

Assess- Perspective

- Integration

Build and Sustain- Direction

- Connection

- Recognition

- Reciprocity

Divest

- Forbearance

- Conversion


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Strategic Process

Assess

Imperatives

Perspective

Integration


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Assess-Perspective

Ability

Expand the theory of organisation to

capture

the impact of knowledge on organisational

performance

Challenges

- Identify new forms of organisationalcapital

-


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Assess-Integration

AbilityIncorporate 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

-


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Types of Capital

Human capital The ability of individuals and groups toapply solutions to customers needs.

Customer capital The strength of the customer

relationship. Organisational capital The capabilities of the

organisation made up of codified knowledge from allsources (knowledge bases, business

processes,technology infrastructure), the shared culture,values and norms.

Intellectual capital The relationship among human,customer and organisational capital that maximises the

organisations potential to create value which is ultimately


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Intellectual Capital

To build and sustain knowledgethroughresource allocation decisions,

organisations must grow and renew theforms of capital that jointly give rise tointellectualcapital.

Organisational capital is the intellectualcapital that remains in the organisationwhen members leave.


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Customercapital

Human

capital

Organisational

capital

Value

Knowledge Flows

The Intellectual Capital Model

Strategic Process


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Strategic Process

Build and Sustain

Imperatives

Direction

Connection

Recognition Reciprocity


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Build and Sustain- Direction

Ability

Resources are channeled in ways that

replenish and create knowledgeChallenges

- Subordinate IT to people

- Structure positions that focusorganisational

attention on knowledge-based assets


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Build and Sustain- Connection

Ability

The organisation forms relationships that furtherits knowledge Management objectives

Challenges-Preach co-operation among internal divisions

- Partner in new ways with other organisations

- Retain the right people


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Build and Sustain- Recognition

Ability

The organisation sees how to extract the

value embedded in knowledgeChallenges

- Use knowledge to strengthen the

customerrelationship

- Disassemble the organisational wholeto


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Build and Sustain- Reciprocity

Ability

Policies, procedures and normssupport a

relationship between the organisation and itsmembers

Challenges

- Demonstrate that value creation is a values

proposition

- Make room for the entire person to show upfor

work every day


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Strategic Process - Divest

Imperatives

Forbearance

Conversion


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Divest - Forbearance

AbilityUnnecessary knowledge is not acquired in thefirst

placeChallenges

- Discriminate between forms of knowledge that

canbe leveraged and those that are limited

- Find alternatives to direct acquisition in orderto

ex eriment with knowled e


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Divest - Conversion

Ability

Knowledge that is a drain on resources is

converted

into sources of value

Challenges

- Recognise and dispense with true resourcedrain

- Avoid throwing out the baby with the bathwater!

Knowledge Management Process Framework

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