2. Knowledge Tacit and Explicit Knowledge

3. The Fragrance and Taste of Durian

4. Human Knowledge (Polanyi, 1966) “We can know more than we can tell” (p.4) Classified into  Explicit knowledge  Tacit knowledge

5. Explicit Knowledge Codified knowledge that can be expressed through formal language Generally captured in speech, written documents and databases.

6. Tacit Knowledge Personal in nature Difficult to formalize and communicated Tacit knowledge involves (Nonaka, 1994):  Cognitive elements – “mental models” (Johnson-Laird, 1983) schemata, paradigms, beliefs and viewpoints that help us view the world  Technical elements – Concrete know-how, crafts and skills that are applied to specific contexts

7. Tacit or Explicit Lecture Notes Beckham Executing a free kick Mom cooking rendang A recipe A car owner’s manual An F1 mechanic tuning an F1 car

8. Learning  Formal – Schools, Colleges  Informal – Interactions, socialization  Non-formal – Community, NGO  Incidental – Action, doing

9. Conclusion Two types of Knowledge Tacit – personal, hidden. Explicit – Verbalized, printed. Implications Teaching and learning

10. Organization Learning Learning in Organizations

11. Adult Education Perspective Organization Learning begins with individuals Act or process in acquiring behavioral, knowledge, skills and attitudes (Knowles and Swanson (1998) A process where human beings create and transform experiences into knowledge, skills, attitudes values, sense and emotions (Jarvis, 2001) A process of knowledge creation through technological learning to enable organizations build technological capabilities (Dutrenit, 2000) - repetition and experimentation so tasks are performed quicker and better and also identify new opportunities.

12. Organization Learning Acquisition, application and mastery of new tools and methods toward rapid improvement of critical processes for the success of the organization. (Schneiderman, 2000) Organization members inquiring into a problematic situation on the organization behalf (Argyris and Schon, 1996). Looking at the organization as a culture and the juxtaposition of order and disorder that stimulates learning (Gilly, 1997)

13. Learning Processes Adaptive Learning - Changes in reaction to changing environments Proactive Learning - Purposive changes in anticipation of the future Beck (1997)

14. Learning Processes Intentional use of learning processes at individual, group and system level to continuously transform the organization to increase satisfaction of the stakeholders Involves four steps i.Widespread generation of ideas ii.Integration of new/local information iii.Collective interpretation of information into context iv.Authority to take responsible action on interpreted meaning

15. Evolution of Organizations (Hitt, 1995) The Bureaucratic Organization The Performance-Based Organization The Learning Organization 19001950 1990 2000 Max Webber, 1947 Peter Drucker, 1964 Peter Senge, 1990

16. The Five Disciplines Peter Senge (1990) Systems Thinking Shared Vision Mental Model Personal Mastery Team Learning

17. Learning Subsystems Model Marquardt (1996) People Organization Technology Learning People Knowledge

18. Technology in Learning Subsystems Model (Marquardt, 1996) Support and integrated technological network, and information tools for learning experiences Technical process Systems Structure

19. Parts of the System Integrated wholeness – unified vision, mission and values Internal responsiveness – awareness of internal needs and the ability to respond to these needs External responsiveness – awareness of the environment’s need and the ability to respond to those needs

20. Developing a learning agenda Peters (1996) 1 Learning about the participant's own job 2 Learning how to create alignment between culture and strategy 3 Learning about the future by exploring the value of techniques for scenario planning 4 Learning about the operating environment and the supply chain 5 Learning how to challenge existing schools of thinking and avoid myopia 6 Developing an organizational memory

21. Issues of learning organization Majority report rare occurrence of sharing knowledge across boundaries Only about one-quarter report the reuse of knowledge across the company Only 10 percent say the have access to knowledge learned elsewhere

22. Building a learning organization Structure - Build interpersonal network for learning and collaboration - Establish special roles to share knowledge across boundaries - Create electronic networks to support learning and tasks

23. Building a learning organization Strategy - Communicate strategies and required competencies - Use knowledge strategies to guide organization’s tasks

24. Building a learning organization Processes - Include knowledge as organization’s objectives - Link knowledge objectives to strategies - Equip employees with relevant information on strategies (eg. customer and competitor)

25. Building a learning organization People - Employee contract should include competencies and knowledge sharing requirements - Knowledge sharing and development should be part of job responsibilities - Personal development include activities beyond formal learning

26. Building a learning organization Rewards - Tangible rewards made available for knowledge sharing - Develop Group oriented incentives

27. CONTOH UPM universiti terkemuka dalam bidang penyelidikan Systems Thinking: Setiap bahagian akan berkerja kearah memudahkan penyelidikan dilaksanakan Shared Vision: Warga UPM mendukung wawasan UPM sebagai pusat penyelidikan unggul Mental Model: Semua warga bersedia mengamalkan inovasi dalam penyelidikan Personal Mastery: Membentuk competence dalam penyelidikan Team Learning: Bersama belajar dan membentuk pendekatan serta teknik baru penyelidikan.

28. Learning Organization Action Imperatives (Watkins and Marsick, 1996) Provide strategic leadership for learning Connect organization to its environment Empower people toward a collective vision Create systems to capture and share learning Promote enquiry and dialogue Create continuous learning opportunities Encourage Collaboration and Team Learning Continuous Learning And Change Global Organization Team Individuals