1. KNOWLEDGE MANAGEMENT (KM) Session # 37

2. The “Process” approach to KM

3. Structures, Roles, stories, myths and Culture, i.e. unofficial culture
Transaction data, e.g. management information reports
Processes and Rationales,
e.g. formal organisational
process descriptions
Database data, e.g. archival reports
Information
Formats
Structures, Roles, stories, myths and Culture, i.e. unofficial culture
“Documents”,
i.e. internally published
material such as reports on projects
“Literature”, i.e. formally externally published material such as journal articles
Expert Knowledge,
e.g. knowledge of individuals

4. Knowledge Codification in the KM System Life Cycle
Intelligence gathering
Capture Tools
Programs, books, articles, experts
Shells, tables,
tools, frames
maps, rules
KNOWLEDGE CAPTURE
(Creation)
KNOWLEDGE CODIFICATION
DATABASES
TESTING AND DEPLOYMENT
Explicit Knowledge
GOAL
KNOWLEDGE
INNOVATION
KNOWLEDGE
SHARING
KNOWLEDGE TRANSFER
DATABASE
Collaborative tools, networks,
Intranets
Web browser, Web pages
Distributed
systems
KNOWLEDGE BASE
Insight

5. The Knowledge Discovery and Creation

6. Objectives
· To learn how knowledge is discovered
· To describe Knowledge Discovery Systems, including design considerations, and how they rely on mechanisms and technologies
· To learn Data Mining (DM) Technologies
· To discuss the role of DM in Customer Relationship Management

7. Creating Knowledge - Ideals
Need to tap (mainly Tacit) highly subjective insights, intuitions and ideals of employees as individuals
Need to understand organisation as a living organism, with collective sense of identity and purpose
Create knowledge both for Short-Term Decision Making and Long-Term Strategic Planning

8. Creating Knowledge - Not an Easy Process:
Knowledge creation is not simply dependent on processing objective knowledge
Knowledge is created through complex actions and interactions
Tacit/Explicit knowledge ratio - Think of Icebergs

9. Conditions for Knowledge Creation
Strong social infrastructure to support and promote:
Trust – because
Knowledge = Warranted Belief
2. Communication

10. Conditions for Knowledge Creation
3. United Commitment, obligation and identity
4. Sponsorship, nurturing, mentoring and assisting
4. Altruistic Behaviour
5. (as well as Technical Infrastructure)

11. Importance of Knowledge Creation activities
For
Learning
Innovation
To assist in
Short-term Decision Making
Long-term Planning

12. Creativity through Ideas
New Business Concepts
Products and Services
Company Success
Society Benefits

13. CAPTURING TACIT KNOWLEDGE

14. What Is Knowledge Capture ?
Transfer of problem-solving expertise from some knowledge source to a repository or a program
A process by which the expert’s thoughts and experiences are captured
Includes capturing knowledge from other sources such as books, technical manuscripts, Databases etc.
A knowledge developer collaborates with an expert to convert expertise into a coded program
Knowing how experts know what they know

15. Knowledge Creation & Transfer Via Teams
Initial knowledge
Outcome is realized
Team performs
a job
Outcome compared to action
New knowledge reusable by same team on next job
New experience/ knowledge gained
Knowledge captured and codified in a form usable by others

16. Nonaka’s Model TACIT TO TACIT (SOCIALIZATION) E.G., TEAM MEETINGS AND
E.G., TEAM MEETINGS AND
DISCUSSIONS
TACIT TO EXPLICIT
(EXTERNALIZATION)
E.G., DIALOG WITHIN TEAM
ANSWER QUESTIONS
EXPLICIT TO TACIT
(INTERNALIZATION)
E.G., LEARN FROM A REPORT
EXPLICIT TO EXPLICIT
(COMBINATION)
E.G., A REPORT

17. Knowledge Synthesis through Socialization
To discover Tacit Knowledge
Socialization enables the discovery of Tacit Knowledge through joint activities
between Masters and Apprentices
between Researchers at an academic conference or in an Marketing Dept. or in an R&D Dept.

18. Developing Relationship With Experts
Create the right impression
Do not underestimate the expert’s experience
Prepare well for the session
Decide where to hold the session

19. Styles of Expert’s Expressions
Procedure Type—methodical approach to the solution
Storyteller—focuses on the content of the domain at the expense of the solution
Godfather—compulsion to take over the session
Salesperson—spends most of the time explaining his or her solution is the best

20. The Interview As a Tool
Commonly used in the early stages of tacit knowledge capture
The voluntary nature of the interview is important
Major benefit is behavioral analysis

21. The Interview As a Tool
Interviewing as a tool requires training and preparation
Great tool for eliciting information about complex subjects
Convenient tool for evaluating the validity of information acquired

22. Types of Interviews
Structured: Questions and responses are definitive. Used when specific information is sought
Semistructured: Predefined questions are asked but allow expert some freedom in expressing the answers
Unstructured: Neither the questions nor their responses specified in advance. Used when exploring an issue