Prof.

Jann Hidajat Tjakraatmadja

Centre of Knowledge for Business Competitivenes SBM-ITB
President Knowledge Management Society Indonesia
jannhidajat@sbm-itb.ac.id
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 Six Phases KM Processes
Change Management
K- DEVELOPMENT
1. Develop Knowledge
PHASE - 1 KM
PROJECT Management Process
2. This is the step where
PHASE -6: KM
EVALUATION
PHASE -2: KM
ASSESSMENT
we need to select KM
Tools and Methods that
PHASE -5: KM
PHASE -3: KM are expected to bring
IMPLEMENTA
PLANNING about the needed
TION
change (enabling
PHASE -4: K-
environment) for a
DEVELOPMENT successful KM in the
organization
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5 Steps of Knowledge Management Process
1. These are
activities
typically
performed in
support of the
wider business
processes
KM 2. Their
HOW? integration and
Process performance
within an
organization
have to be
supported by
3. Store the right KM
methods and
tools
Knowledge Management Dalam Konteks Organisasi Pembelajar ( Learning Organization )

3
 Nonaka - 1997

Socialization Externalization

Internalization Combination

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 S-E-C-I Methods and Tools
Knowledge Required
People Media-based

•Semantic search
•Mentorship •Tacit Knowledge Capture
•Training •Ask-Me
People •Knowledge Share Fair •Lesson learns paper
•Best practice papers
•Rotation •K-based Exit Interview
•Knowledge Cafe •Learn After
EXTERNATIZATION =
SOSIALIZATION = SHARING
Knowledge (share & transfer)
CAPTURING
(capture & organize)
location
•Computer-based training •Archiving
•Search Engine •Web Sites
Media- •Expert Directory •Scanning Systems
based •Project Database •Repository
•Wikipedia •Knowledge Centre
•Server
INTERNALIZATION =
USING/CREATING
Knowledge Management COMBINATION
Dalam Konteks Organisasi Pembelajar = CREATING
( Learning Organization )
(transfer & utilize) (organize & transfer)
5
 a. Socialization (Tacit – tacit)
Tools: 1. Knowledge Café
Business is a conversation because
the defining work of business is
conversation – literally.
And 'knowledge workers' are
simply those people whose job
consists of having interesting
conversations. Conversation is
David Weinberger central to all
The Cluetrain Manifesto
that we do.
Its our job!
Knowledge Management Dalam Konteks Organisasi Pembelajar ( Learning Organization ) Gurteen
6 Knowledge
 Conversations

Knowledge Management Dalam Konteks Organisasi Pembelajar ( Learning Organization )

 Conversational Leadership

Knowledge Management Dalam Konteks Organisasi Pembelajar ( Learning Organization )

Conversation - our most powerful leadership tool

Conversation is a meeting of minds
Conversation is a meeting of minds with
different memories and habits.

When minds meet, they don't just

exchange facts: they transform them,
reshape them, draw different implications
from them, engage in new trains of
thought.

Conversation doesn't just reshuffle the

cards: it creates new cards.
Theodore in an Oxford
Theodore Zeldin Historian
Conversation Conversation is creative
Knowledge Management Dalam Konteks Organisasi Pembelajar ( Learning Organization ) Gurteen
Knowledge
 Organizational Conversation

Knowledge Management Dalam Konteks Organisasi Pembelajar ( Learning Organization )

Conversation permeates our organisational lives

 KM is about understanding
For all our knowledge, we have no idea
what we're talking about.
We don't understand what's going on in
our business, our market, and our
world.
KM shouldn’t be about helping us to
know more. It should be about helping
us to understand.
Its about So, how do we understand things? It's
understanding & sense through stories that we understand how
making the world works.
Through conversation
& storytelling David Weinberger, The Cluetrain Manifesto
Knowledge Management Dalam Konteks Organisasi Pembelajar ( Learning Organization ) Gurteen
Knowledge
Conversation: Debate or Dialogue?
DEBATE: “A mechanistic
and unproductive
exchange between people Debate
seeking to defend their or
dialogue?
own views against one
another”

DIALOGUE: “A frank
exchange of ideas or views on a
specific issue in an effort to
attain mutual understanding”
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Knowledge
 Dialogue
When we engage each other in dialogue:
• we enter into a conversation with a view to
learn from each other, rather than impose
our views on the other.

The kind of conversation I’m

interested in is one in which you
start with a willingness to emerge
a slightly different person.

Theodore Zeldin, Historian

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Knowledge
 Principles of Dialogue
• Suspend assumptions, do not judge
• Observe & listen to one another
• Welcome differences & explore them
• Allow taboo subjects to be raised safely
• Listen to your inner voice
• Slow the discussion
• Search for the underlying meaning

Dialogue is based on the work of

the physicist David Bohm
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Knowledge
 Dialogue
Suppose we were able to share
meanings freely without a
compulsive urge to impose our
view or conform to those of
others and without distortion
and self-deception.
Would this not constitute a real
revolution in culture.
David Bohm, Physicist
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Knowledge
 Lets run a Knowledge Cafe

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 b. Externalization: Best Practices
(Tacit – Explicit)
1. Knowledge centre supported?
2. Knowledge Assets?
 Project?
 Client data based?
 Employees data based?
 Best Practices?
 Success/Fail story?
 Meeting noted?
 Benefit of training?
 Knowledge-based Exit Interview (2)
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Tool: Knowledge-based Exit Interview
(2)
The Purpose?
1. To capture knowledge from staff leaving the
organization.
2. To provide feedback on why employees are
leaving, what they liked or did not like about
their employment, and what areas of the
organization they feel need improvement.
3. To capture knowledge about what it takes to
do the job.

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 The Benefits?
1. Vital knowledge is not lost to the
organization when people leave;
2. The learning curve of new people joining
the organization is shortened;
3. Exit Interviews can be done relatively
quickly and inexpensively; and
4. They allow the leavers to reflect on their
role and hopefully depart on a positive
note, knowing that their opinions and
expertise are appreciated.
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 How to conduct an Exit Interview

STEP 1: Plan Early

1. Think carefully about the information you
would like to gather before the interview
and start your preparations early, ideally as
soon as you know a person is leaving.
2. Identify who in the organization might
benefit from that person’s knowledge and
what they will need to know. Then work out
a plan to capture the leaver’s knowledge
during the time remaining.
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STEP 2: Determine the Scope of Knowledge
1. The aim of the interview process is to tap into both
explicit knowledge (knowledge that is already
documented such as in files and emails, and
knowledge that can be easily documented), and tacit
knowledge (knowledge that is less easy to capture
and that needs to be explained or demonstrated).
2. In the case of explicit knowledge, make sure the
leaver moves relevant files – both hard copy and
electronic – into shared drives where colleagues can
access them easily.
3. Ask them to organize these files and draft
accompanying notes for their successor and other
colleagues.
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STEP 3: Conduct the interview
1. For tacit knowledge, you will need to interview the
leaver face-to-face. Prepare for the interview by
reviewing the key tasks the person does. Use that
information as the basis for discussing:
a. How they go about those tasks;
b. What specific crisis prevention and recovery
performance -related knowledge and skills they
need;
c. What other organization Practice Areas they need
to connect to;
d. Any problems or pitfalls to be aware of; and
e. Their network of contacts and sources of
knowledge both within and beyond organization.
2. Think carefully about who the interviewer will be. In
this case, a peer or a relevant subject expert may be
more appropriate.
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STEP 4: Follow up
1. Record the Exit Interview as succinctly and accurately
as possible. A third person may be present during the
interview to take notes and summarize the main
points. Use the interview summary as the basis for a
handover note, which the leaver can then supplement
with additional knowledge and information as
necessary.
2. If at all possible, there should be an overlap between
the leaver and his or her successor so that a live
handover can be done. The Exit Interview summary
and handover note are useful starting points for
discussions during a handover. If a live handover is not
possible, then a temporary member of staff may be
appointed to act as a bridge.
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c. Combination: Knowledge Centre
(Explicit – Explicit)

1. ICT infrastructure?
 Quality and capability?
 Accessible?
 User friendly?
 Services availability?

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 d. Internalization (Explicit – Tacit)
1. Source of the Knowledge?
2. Knowledge Assets content?
 Expertise and experiences?
 Dictionary/encyclopedia/terminology?
 Learn Before?
 Learn During?
 Learn after?
3. How to access?
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 Captured
knowledge
Validate
Access and
and AAR renew
apply Learn
During
(2)

Business
Objectives
KA Business
Results
Learn Learn
Before After
(3) LH /
PA (1)
RET

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Knowledge Management Dalam Konteks Organisasi Pembelajar ( Learning Organization )

KM Paradigm, Principles & Framework Apin - CCLFI 28

 MODEL KNOWLEDGE STOCK AND FLOW
PUSAT
PENGETAHUAN
EKSTERNAL
AMBIL
PUSAT PENGETAHUAN
Ambil Pengetahuan Explisit
untuk merencanakan Studi Refleksi kelompok untuk konversi
Pengetahuan Tasit menjadi Eksplisit

KEMBANGKAN DAN
SIMPAN PENGETAHUAN

Aplikasi Pengetahuan Tasit

dalam Penyusunan
Knowledge Legislasi,
Management Dalam Konteks Organisasi Pembelajar ( Learning Organization )
Anggaran atau Pengawasan
KM Paradigm, Principles & Framework 29
 a. K-Dev Process: Learn Before
Tool: 3. Peer Assists …….…. (1):
a) Characteristics: The project team invite experts, lay
out their plan, objectives, issues, opportunity, and
challenges. Meeting will be few hours or days.
b) Objective: Bringing experts knowledge and
experience.
c) Benefit: Recommendations, options, issues and
guidelines.
d) Who to invite: The visiting team should have recent
experience and practical knowledge to share. Ask your
networks, CoP, “yelow pages”, or web-site.
e) Location: Conference room or off-site facility. Should
quite and undisturbed.
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 Tool: Peer Assists …….…. (2):
f) Process:
 Part-1: “Kick-off, welcome and explanation of objectives and
deliverables from Boss (Sponsor)”
 Part-2: “Presentation from host project team about the history
and context behind their project, current status, their plan &
aspirations, and the risk & issues that they see”
 Part-3: “Introduction about visitor team: background,
experience”
 Part-4: “Dialog and sharing knowledge: visitors get
understanding of the project”
 Part-5: “Formal conclusion and feedback session, and you can
follow by project team presentation. Will be good if the boss or
sponsor in the room”
g) Recording: detailed notes, presentation and deliverables file
h) Deliverables: Stated objectives and recommendations. Peer Assist
lead to increase in openness, networked, and willingness to learn
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 b. K-Dev Process: Learn During
Tool: 4. After Action Review (AAR) …. (1):
a) Characteristics: short, focused meeting for a small
team. Time of meeting: 0.5 hour or less.
b) Objective:
 Fix the problem, not fix the blame
 Learning events, not critiques, and emphatically not
personal performance evaluation events
c) Benefit:
 Capture useful operational knowledge to use into
next shift or operation.
 Corrections during activity
 Optimize the way you work as a team.
 Start to build your collective operational knowledge
(knowledge assets).
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Tool: After Action Review (AAR) … (2):
d) Who to invite?: Everyone who took part in the
event. Make sure everyone on equal footing and
prohibited to blame.
a) Location and Set-up: On site – immediately after
the process or action
b) Process:
 Question-1: “What was supposed to happen?”
 Question-2: “What actually happened?”
 Question-3: “What where the +/- factors” or “ Why
was there a differences?”
 Question-4: “What have we learned?”
c) Recording: Personal recording and lesson learnt
d) Deliverables: KNOWLEDGE ASSET - Project
retrospect, for transfer into another project
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33
 c. K-Dev Process: Learn After
1. Tool: 5. Learning Histories …. (1):
a) Characteristics: Used when the team of Knowledge
holders is too big (> 12 people) or too busy to schedule a
group knowledge capture session. Time of interview: 1.5 –
2.0 man-days per interviewee.
b) Objective: The knowledge compiled (captured)
through individual interviews, and then producing an
analysis and synthesis of the result.
c) Who to interview?: Project leader, core team, internal
customer (if appropriate), and representatives from
various business entities.
d) Location: Quite location and not be disturbed.
e) Recording: Audio recording to capture words of
interviewee
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 1. Tool: Learning Histories ……. (2):
f) Analysis: Extracting the core material from the interviews
& presenting it as guidelines for the future. Process (sort
out):
 The key themes that emerged from the interviews.
 The key recommendations associated with each theme
 Quotes, stories, and anecdotes to support the
recommendation.
g) Selecting quotes: Select the key quotes from interview
material -“tell the story” or “give the advice”.
h) Deriving themes: Sort the quotes into themes.
i) Extracting advice or questions: Rephrase the message as
advice for the “knowledge customer,” or as questions in a
checklist.
j) Deliverables: KNOWLEDGE ASSETS that includes guidelines
for the future – content: project history, name of people
35 ofreference,
43 and key
Knowledge Management artifacts.
Dalam Konteks Organisasi Pembelajar ( Learning Organization )
 2. Tool: 6. Retrospect’s ……. (1):
a) Characteristics: Facilitating the dialogue within the whole
small team (come from the team interactions: < 12 people) – can
be face-to-face or videoconference meetings that take place as
soon as possible after the project is completed. Time: 30 min per-
person.

b) Objective: Capturing lessons learned from a project team, after

the end of a piece of work.

c) Who to invite?: Project leader, all team members, client for the
project, and all other key participants.

d) Location: Conference room or off-site facility, in round table.

Should quite and undisturbed

e) 36Recording:
of 43
Audio recording; a tape recorder with table
Knowledge Management Dalam Konteks Organisasi Pembelajar ( Learning Organization )
microphones.
 2. Tool: Retrospect’s ……. (2):
f) Process:
 Part-1: revisiting the objectives, deliverables, and
measures of the project: “What did you set out to
do?”, What was the understanding at the start of the
project?
• 15 minute presentation of the original objective,
referring original document (TOR)
 Part-2: “What actually happened”: “What did you
achieve?”, “Did you get what you wanted?”, “Did you
meet the deadlines”? , “Were satisfaction measures
achieved?”
• 15 minute presentation of the final deliverables: actual
vs budget; actual vs estimated timeline; customer
satisfaction surveys; performance data, etc
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 2. Tool: Retrospect’s ……. (3):
 Part-3: Ask – What went well (success factors
identified) or fail. Then: “What could have gone
better?”
 Part-4: Close-out – The project is given a 1 – 10 (low
to high) numerical rating by each participant in the
meeting, or can be for two satisfaction ratings – one
for the outcome of the project, and one for the
project process.
g) Hard Deliverables: KNOWLEDGE ASSETS for the project
that includes guidelines for the future – included a
history, name of people involved for future reference,
and the key documents.
h) Soft Deliverables: Lead to an increase in openness, an
elimination of a blame culture, and an increase in
performance focus.
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 Merci bien
Arigatoo
Matur Nuwun
Hatur Nuhun
Matur se Kelangkong

Syukron
Kheili Mamnun
Danke
Thank you
Terima Kasih
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