Knowledge Management Demystified… Steve Song ENRAP KM Workshop Nang Rong

Knowledge Management… “When I use a word, it means just what I choose it to mean – neither more nor less.” Information Management? The latest Information Technology fashion? A contradiction…?

Origins of Knowledge Management In the late 80’s, early 90’s, large organisations began to experience new pressures New Pressures on Organisations Internet Cheaper Telecommunications They found that they were unable to respond quickly enough to changing environments Being a large organisation went from being an asset to a liability. New possibilities for new ways of doing business emerged and Deregulation Globalisation

Traditional approaches... Too Slow... Rebuild the structure Re-design our processes

Back to the drawing board… Where is the value within our organisation? What is it that makes us unique and worthwhile? How do we differentiate ourselves from similar organisations? Result: Recognition of role and importance of knowledge Does this change how we define ourselves? Just how important is knowledge to what we do? Result: “Knowledge” becomes part of the mission What should we do about it? Where does knowledge lie within our organisation and which knowledge is valuable? How can we husband, nurture, develop knowledge within our organisation? Result: Knowledge Management

But what is knowledge? Knowledge Data Information A record of a change of state Data organized with a purpose. A message Literally… what people know. A Performance A Music Score A Music Note

Differentiating Knowledge Manuals, Intranets Programmable Databases Quick Access Knowledge Broad-Based Knowledge Local Global One-Off Knowledge Complex Knowledge Applicability Local applies only to limited set of conditions Dependent on physical or geographic situation “Detailed” knowledge Global Widely applicable across the organisation Crosses process, industry, technical, and or cultural bounds “General Knowledge” Transferability Programmable Rule based knowledge Can be applied many times “Learning from history” to avoid repeating mistakes Unique Context sensitive to specific situatiuon Judgment-based “Just-in-case” knowledge Projecting into possible future problems Quick-Access Knowledge – Hotel Manager knows Mr. Smith likes non-smoking room – make it accessible - database Broad-based Knowledge - Personnel policies, how to fill out an administrative form – can package it and distribute Complex Knowledge – Project Management skills - structured training, apprenticeship, etc One-Off Knowledge – Unix lan administrator in Windows network – special interest group, CoP Communities of Practice, Mentoring Internal Staff Yellow Pages Unique Choosing Your Spots for Knowledge Management - Peter Novins and Richard Armstrong

Differentiating Knowledge – The Knowledge Cauldron Explicit Knowledge Programmable Databases, Intranets, Extranets, Publications, Manuals Local Global Tacit Knowledge Applicability Local applies only to limited set of conditions Dependent on physical or geographic situation “Detailed” knowledge Global Widely applicable across the organisation Crosses process, industry, technical, and or cultural bounds “General Knowledge” Transferability Programmable Rule based knowledge Can be applied many times “Learning from history” to avoid repeating mistakes Unique Context sensitive to specific situatiuon Judgment-based “Just-in-case” knowledge Projecting into possible future problems Quick-Access Knowledge – Hotel Manager knows Mr. Smith likes non-smoking room – make it accessible - database Broad-based Knowledge - Personnel policies, how to fill out an administrative form – can package it and distribute Complex Knowledge – Project Management skills - structured training, apprenticeship, etc One-Off Knowledge – Unix lan administrator in Windows network – special interest group, CoP Communities of Practice, Before, During, and After Learning, Mentoring Unique

Tacit vs. Explicit Knowledge Only a small portion of what we know is codifiable or “explicit” The vast majority of knowledge is “tacit” or uncodifiable. Iceberg Metaphor taken from SigmaConnect http://www.sigmaconnect.com

Early KM Efforts… Failed to recognize the importance of tacit knowledge Focused more on Knowledge Stock rather than Knowledge Flow Examples Document Management Systems Best Practice Databases More reporting

People are the key… Best Knowledge Transfer Technology Face-to-Face Interaction Not always possible but everything else aspires to it Conversations Stories Best Knowledge Repository A Community or Group of people The holographic effect of knowledge in community break a hologram into many pieces each piece will still contain a picture of the whole image, but with a limited perspective.

Elements of Knowledge Management Committing the Organisation Crafting the vision Leadership Email Groupware Yellow Pages Communities of Practice Face-to-Face Facilitation New Approaches to Learning Knowledge Asset Mapping Strategy Tools Culture Corporate Level belief that knowledge is key to competitive advantage framework/vision/strategy HR support Commitment to organisational learning, making time for people to learn. Ensuring resources for KM, IT support Cultural Level leadership commitment & modeling high trust within organization communication & feedback on behaviors behaviors and values consistent with knowledge sharing Individual Level ability & willingness to give & receive knowledge, to learn, to change, and apply or reuse knowledge Recognising the importance of knowledge sharing Valuing those who share knowledge Developing a knowledge sharing culture

Communities of Practice “groups informally bound together by shared expertise & passion for a joint enterprise” - Etienne Wenger

A Community of Practice Experts, Mentors Lurkers Members

How are Communities of Practice Different? (excerpt from “Communities of Practice: The Organizational Frontier, by Etienne Wenger)

Benefits of Communities of Practice For the organization Help drive strategy Solve problems quickly Diffuse best practices Cross-fertilize ideas, increase opportunities for innovation Build organizational memory For the community Develop professional skills Develop a common language Key Point: The individual will benefit significantly by participating in CoPs. The organizational and community benefits filter down to the individual. The individual is better able to do his/her job because of connections to extensive resources of knowledge through CoPs. For the individual Help people do their jobs & save time Building a sense of community bonds within organization Helps people to keep up to date Provides challenges and opportunities to contribute

New Approaches to Learning Learning should happen immediately The bar needs to be set very low Learning needs to connect to behaviour change

Before, During, and After Learning Learning During (After Action Reviews) Learning Before (Peer Assists) Learning After (Retrospects) Activity

Changing work culture Reward conspicuous knowledge sharers Create spaces for knowledge sharing Include knowledge sharing in performance appraisal Recognize conversation as a core practice

Technology… Necessary for distributed organizations Should facilitate the way people already work Should never drive the process

“Knowledge does not take up space” Final thought… Translation: “Knowledge does not take up space” Quino Argentinian Cartoonist circa 1963 Steve Song www.bellanet.org