1. Knowledge Management: Overviewby
Mrs. Janet Scheitle

2. What is Knowledge? The Old Pyramid
data
information
knowledge
wisdom
Information that changes something or somebody—becoming grounds for action by making an individual, or institution capable of different, more effective action
Drucker, The New Realities

3. What is Knowledge Management?
More definitions than Webster
Wiig
Drucker
Rumizen
Neilson
My Take
More varieties than Heinz 57
British Petroleum
Buckman Labs
Ford
Others

4. A few Foundation Principles and Building Concepts
Knowledge Influences Success
Knowledge Resides in the Heads of People
Two Types of Knowledge
Codified
Personalized
Knowledge Sharing Requires a Conduit to Happen Systemically
Technology is the conduit
Knowledge Sharing Requires Trust
KM embraces both the Knowledge Based organization and the Learning Organization
KM has planned architectural frameworks

5. Knowledge Influences Success
Peter Drucker (the one factor)
Toffler (Survival in Knowledge Age is not who can read or write but who can learn and unlearn quicker)
Nonaka (the cutting edge)
Tom Peters (sum total of value-added)
Handy, Drucker (primary factor of productivity)

6. Knowledge Originates and Resides in the Heads of People and the Two Types of Knowledge
Explicit – knowledge that is codified, recorded, or actualized into some form outside of the head
Books, periodicals, journals, maps, photographs, audio-recordings
Webpages, websites, portals
Tacit – Knowledge from experience and insight, not in a recorded form, but in our heads, intuition
Intellectual capital -
Doesn’t mean much unless packaged in useful ways
technology and global environment is redefining “useful ways”

7. Technology Enables New Knowledge Behaviors
Technology shapes how we live (radio, television, computer, biotechnology)
Pushes KM, doesn’t drive it
Facilitates flow of knowledge
One look, one feel
Easy access
Easy dissemination (push-pull)
Different storage (from paper to digits)

8. Knowledge sharing and transfer requires trust
Trust is hard to build in cyberspace
Trust usually requires initial face-to-face
Sharing must be open and reciprocal
Based upon a commonality
Time to do so
Social identity in cyberspace

9. Shift from Managing Stocks of Stuff to Managing Flows of Knowledge (Nielson)
Librarians use to managing stuff
Books
Magazines
Cassettes
Administrators use to managing stuff
Buildings and furniture, land
People
Money
Automators use to Managing Stuff
Computers
Fiber optics
Bandwidth

10. KM Embraces the Learning Organization and the KBO
Peter Senge, The Fifth Discipline
Learning Styles (Visual, Auditory, Kinesthetic)
Change Intervention Styles (Engineer, Teacher, Socializer, Commander)
Adult Learning Theory (Experiential, Critical Reflection, Self-Directed)
Share knowledge to learn quicker, relearn and “unlearn” faster
What is a KBO?

11. Knowledge Requires Capture, Organization, Access and Leverage
OLD WAY
Capture form is written, auditory or graphical representations
Organization is via tables of content, indexes, classification systems used by publishers, libraries, etc
Access when physical body goes to where the knowledge is located…a library, a company, a research laboratory, a school
Tacit knowledge rarely tapped
Leverage is a sum game
NEW WAY
Capture from is digits in cyberspace
Organization via software programs designed upon engineering principles, mathematical equations, word associations in cyberspace 24/7/365
Access wherever the physical bodies link via computers
Tacit knowledge tapped using many different technological tools
Leverage is exponential, multiples upon multiples

12. Knowledge Work Activities

13. Knowledge Architectures: It Takes a Lot -- the Four Pillars KM

15. KM is different from a KMS
KM is whole ball of wax (people, technology, processes, learning, business)
KMS is a knowledge management system that makes it happen
KMS is comprised of four components
Content management applications
Expertise locator applications
Collaboration
Portal
All tightly integrated

16. KM Important Lessons Learned
KM - beyond fad – a distinct management concept suggesting it’s prudent to manage the intellectual assets of an enterprise, to cultivate for advantage in the marketplace
KM is complex, integrative with other disciplines
Old skills and abilities don’t necessarily work in KM environment – must be redefined, polished, updated
Principles and concepts are not new- what’s new is the merger with technology to do so and practical applications
Librarians have many skills that apply to KM