An Introduction to Knowledge Management

Objectives for this session To explore the history & theory of Knowledge Management (KM) To understand the controversies around KM To learn about how KM programs are implemented through different models To discuss the ideas in the readings

What is Knowledge Management? What are your ideas? What have you read? What have you heard? What do you imagine?

“Processing data can be performed by machine, but only the human mind can process knowledge or even information.” Jesse Shera in Machlup and Mansfield’s The Study of Information: Interdisciplinary Messages. NY: Wiley, 1983.

One Perspective of KM “KM [Knowledge Management] involves blending a company’s internal and external information and turning it into actionable knowledge via a technology platform.” Susan DiMattia and Norman Oder in Library Journal, September 15, 1997.

Knowledge Management © United Features Syndicate, Inc.

“ Management ” of Knowledge Knowledge management is an integrated systematic approach to identifying, managing and sharing all of an enterprise ’ s information assets, including databases, documents, policies, and procedures, as well as previously unarticulated expertise and experience held by individual workers. Fundamentally it is about making the collective information and experience of an enterprise available to individual worker.

The Challenge Meeting customers higher expectations This was happening for past 30 years but accelerated in the past decade Further pushed by new technologies like high speed computing and Internet Difficult survival in market facing enterprise, where every process and activity within the organization is pointed towards increasing customer value.

Oh Customer ….tussi great ho Business process re-engineering which was once seen as stepping stone for downsizing, has taken its rightful place as a tool for simplifying customer interaction with the organization. Change in profile of employees….who have become customer rather than task focused.

New partners New paradigms are also emerging in the organization’s relationships with its suppliers and sub-contractors. They are now seen as key partners in vital corporations, providing the ability for the entire supply chain to be fine tuned towards changing market needs

Problems Problem of identifying the source of knowledge that exist within the organization Issue of finding the correct method of sharing and disseminating knowledge across the enterprise To transform customer satisfaction capabilities of each an every member of the organization through timely availability and use of the collective knowledge base.

Knowledge Terminology Few things you should know

Intellectual Assets Social capital – relationships with customers, employees, business partners and external experts Structural capital – patents; brand names; systems and processes; management philosophy Human capital – education; experience; skills; attitudes

E xplicit and Tacit Knowledge Explicit knowledge – what is recorded; easily identified, articulated, shared and employed Formal or codified Documents: reports, policy manuals, white papers, standard procedures Databases Books, magazines, journals (library

Tacit knowledge – personal; wisdom and experience; context-specific; more difficult to extract and codify Informal and uncodified Values, perspectives & culture Knowledge in heads Memories of staff, suppliers and vendors

Further Attributes of Knowledge Know-how Know-why Know-what Know-who Know-where Know-when

Understanding KM Understanding Knowledge Management requires an understanding of knowledge and the knowing process and how that differs from information and information management.

Data – raw facts; numbers Information – data in context; readily captured in documents and databases Knowledge – information plus experience to act upon

Data The raw material from which information is developed The raw material from which information is developed No independent context No independent contextInformation A collection of data connected by relationships A collection of data connected by relationships Tends to be static, descriptive (vice predictive) Tends to be static, descriptive (vice predictive) Depends on external context for meaning Depends on external context for meaningKnowledge Patterns of information Patterns of information Predictive, repeatable (answers the “how” question) Predictive, repeatable (answers the “how” question) Internal or self-generating context Internal or self-generating contextWisdom Core truths (the “why”) Core truths (the “why”) Completely context independent Completely context independent

Classic Data to Knowledge Hierarchy Wisdom Knowledge Information Data

From Facts to Wisdom (Haeckel & Nolan, 1993) one example of the hierarchy

Knowledge is Different Data Information Knowledge Intelligence Codifiable, explicit Easily transferable Human, judgemental Contextual, tacit Transfer needs learning

Knowledge is Different Chaotic knowledge processes Systematic information and knowledge processes Human knowledge and networking Information databases and technical networking

Working Definition Knowledge Management is the explicit and systematic management of vital knowledge - and its associated processes of creation, organisation, diffusion, use and exploitation.

The process of: The process of: Collecting Collecting Organizing Organizing Analyzing Analyzing information to create knowledge, then Memorializing Memorializing that knowledge and Distributing Distributing it to end users

Components of KM Programme People – communities and networks Processes – knowledge-enabled Technology – collaboration, knowledge leverage tools Content – best practices, internal and external intelligence

What is... in Practice Knowledge Teams - multi-disciplinary, cross-functional Knowledge (Data)bases - experts, best practice Knowledge Centers - hubs of knowledge Learning Organization - personal/team/org development Communities of Practice - peers in execution of work Technology Infrastructure - Intranets, doc mgt

2 Key Thrusts Sharing existing knowledge “Knowing what you know” Knowledge for Innovation “Creating and Converting”

Seven Levers Customer Knowledge - the most vital knowledge Knowledge in Products - ‘smarts’ add value Knowledge in People - but people ‘walk’ Knowledge in Processes - know-how when needed Organizational Memory - do we know what we know? Knowledge in Relationships - richness and depth Knowledge Assets - intellectual capital

Activities of Managing Knowledge Create Discover Capture Distil Validate Share Adapt Adopt Transfer Apply

IT Infrastructure A key enabler Access anytime, anywhere, anyhow Lotus Notes, Intranets - groupware Point solutions e.g. data mining, mapping New generation of Knowledge Based systems Focus on the I (Information - about Knowledge) Hybrid, virtual teams

Critical Factors Strong link to business imperative Compelling vision and architecture Knowledge leadership Knowledge creating and sharing culture Continuous Learning Well developed ICT infrastructure Systematic knowledge processes

Action Planning 1. Find out where you are! do an assessment; look for existing practice 2. Identify the knowledge champions and top level sponsors 3. Start the learning process attend seminars, site visits, assemble resources 4. Understand the seven knowledge levers find how knowledge adds value to your business

Action Planning (cont.) 5. Identify Related Initiatives an opportunity for collaboration? 6. Initiate a Pilot Project look for quick wins, within long-term framework 7. Assess Organizational Readiness assessment plus enablers, levers, foundations 8. Develop a road map for knowledge vision, goals, strategies, resources, networks.”

History of Information Professionals as Knowledge Managers Knowledge management is a new business strategy, but its techniques can be traced to the work of documentalists in the early part of the twentieth century.

Documentalists as Knowledge Managers In Europe and America in the first part of the twentieth century, documentalists had grand visions of collecting, codifying and organizing the world’s knowledge for the purpose of world peace.

Information Professionals as Knowledge Managers The documentalists were the original multimedia professionals. Paul Otlet – began the International Federation for Documentation. He wanted libraries to stop being depositories and to become more dynamic in information transfer. Under the leadership of Otlet the Europeans not only collected and codified documents, they developed networks and worked to exchange knowledge among people.

Caution It would be a mistake, though, to define Knowledge Management as solely the domain of documents and documentalists.

KM as a Technological Solution Is KM Big business? A competitive advantage? Intellectual capital? An intranet solution? An asset dimension? A technological infrastructure?

The Challenges of Electronic Collaboration in Knowledge Sharing “Focusing exclusively on the technical issues of electronic collaboration is a sure way to a very expensive failure.” “A focus on the people issues dramatically increases the potential for success.”

The Learning and Communication Process Model Innovation is a way of life Flexibility and the ability to act quickly is necessary in a changing environment New projects can benefit from alliances and learning from in-house experts and creative thinkers.

KM: Learning and Communication Process In simple language KM is an effort to capture not only explicit factual information but also the tacit information and knowledge that exists in an organization, usually based on the experience and learning of individual employees, in order to advance the organization's mission. The eventual goal is to share knowledge among members of the organization.

So…what is knowledge management? “Knowledge management (KM) is an effort to increase useful knowledge within the organization. Ways to do this include encouraging communication, offering opportunities to learn, and promoting the sharing of appropriate knowledge artifacts.”