Sesi 04 KM Capture Codify

CHAPTER 4
Kimiz Dalkir
2005
KNOWLEDGE
CAPTURE &
CODIFICATION
OBJECTIVES
1. Introduce techniques and methods used in capturing tacit
knowledge
2. Explain how to codify or organize the explicit knowledge
thru understanding basic concepts & terminologies
01 Oktober 2012 KM Teaching Group - MBTI 2012 2

PREFACE
 We use the integrated KM cycles for this discussion
 Knowledge capture/creating
 Knowledge sharing & dissemination
 Knowledge acquisition & application
 We capture tacit knowledge, then codify explicit knowledge
 Differences between capture (existing) and create
knowledge (new)
 Capturing is not only about technology

PREFACE

PREFACE

PREFACE
 Embodiment of organization memory are ;
 Employee experiences
 Tangible data
 Knowledge stores inside
 Knowledge represents intellectual currency which will
devalued & ignored if not capture in a proper way
 It has to be spent, in order to be valued
 Knowledge is the only sustainable competitive advantage
 It had to be protected, cultivated, shared
 The key is to transform the individual knowledge to organization
knowledge
PREFACE
 To compete effectively, your organization should be like
these

PREFACE
 Do not bring a knife in a gun fight

PREFACE
 Organization need to possess any knowledge which has
value to them in order to increase its agility & ability
 It must possess ;
 Learning ability
 Skills to apply

TACIT KNOWLEDGE CAPTURE
 Individual inside the firms play critical role in acquiring firms
knowledge
 The firms also play significant role for individual knowledge
 New knowledge – exploration
 Existing knowledge - exploitation
 Capturing technique using experts system,
 Gathering know-how from experts so it can perform like one
 Using questionnaire, interview, surveys, observations, talk aloud

TACIT KNOWLEDGE CAPTURE

TACIT CAPTURE in Individu/Group
 Transformation of valuable expertise from knower
(expert/document) to knowledge repository
 Reducing a vast volume of content from diverse domains
into a precise, easily useable sets of facts & rules
 Reporter, journalist, ....................................
 Expert system ;
 Knowledge engineer interview the experts
 Produce conceptual model of the critical knowledge
 Translate the model into computer-executable
 The goal is to extract & render explicit procedural
knowledge that comprise know-how
 Procedural knowledge
 How to do things
 How the diagnose
 How to make decision
 How to prescribe
 Declarative knowledge, knowing ‘what’
 The major task of knowledge engineer ;
 Analyzing information & knowledge flow
 Working with expert to optain information
 Design & implement expert system

 The experts responsibiliy ;
 Explain critical knowledge & know-how
 Introspective & patient
 Effective communication skills
 3 approaches to knowledge acquisition which have to use
simultaneously (Parsaye, 1998) ;
 Interviewing experts
 Learning by being told
 Learnin by observation

Interviewing experts
 Structure interview
 Interviewer must have strong communication & conceptual skills,
and also know the subject
 Using open & closequestion
 4 techniques ;
• Paraphrasing, restating of the perceived meaning of the
speaker’s message using own words
– The goal is to check the accuracy with which the message was
conveyed and understood

 4 techniques ;
• Clarifying, lets the expert know that the message was not
immediately understandable
– The goal is the expert elaborate or clarify the original message so that
the interviewer gets a better idea of the intended message
• Summarizing, helps the interviewer compile discrete pieces of
information and form a knowledge acquisition session into a
meaningful whole
– The goal is to confirm that the expert’s message was heard and
understood correctly.

 4 techniques ;
• Reflecting feelings, mirrors back to the speaker the feelings
that seem to have been communicated.
– The goal is to clear the air of some emotional reaction or negative
impact of the message

 Stories
Telling of a happening or a connected series of happenings,
whether true or fictitious (Denning, 2001)
An organizational story can be defined as a detailed narrative of
past management actions, employee interactions, or other key
events that have occurred and that have been communicated
informally
knowledge-sharing stories need to be authentic, believable, and
compelling
Read the storytelling of IBM on page 87-88, handwritten
translation and submit next week

Learning by being Told
 Interviewees express & refine their knowledge
 Knowledge engineer clarifiy & validate
 Tools ;
 Task analysis (job sepcifications & descriptions)
 Process & protocol analysis (the way knower apply their
knowledge)
 Simulation (model, software, maps, practices)


Learning by observations
 Two expertise
 Motor-based (operating, conducting)
 Cognitive expertise (conceptual, analysis)
 Present the problem, scenario, case to solved by the
experts
 Knowledge can’t be observed, behaviour & expertise can
 Using tools such audio & video could increase the
successfulness of the process
 Screen capture

Other methods ;
 Ad hoc sessions.
 Road maps.
 Learning histories.

Other methods ;
 Action learning.
 E-learning.
 Learning from others through business guest speakers and
benchmarking against best practices.

KNOWLEDGE ACQUISITION PHASE

KNOWLEDGE ACQUISITION PHASE
 Identification
Key aspect
 Conceptualization
Key concept & relationship
 Codification
Validate content into more readily disseminate

TACIT CAPTURE in Organization
4 Major organizational knowledge acquisition (Malhotra, 2000)
 Grafting
 Migrations of knowledge between firms (merger, acquisition,
alliances)
 Vicarious learning
 One firm observing other firm’s demo of techniques & procedures

TACIT CAPTURE in Organization
4 Major organizational knowledge acquisition (Malhotra, 2000)
 Experential learning
 Knowledge acquisition within the firm by doing & practising it,
based on repetition of experiences
 Refinement & improvement the process (single loop)
 Inferential process
 Learning within the firm thru interpretation of event, states,
changes, outcomes
 Deductive & experimental learning, establish causal links
between actions & outcomes
 Double loop  changing assumptions & frameworks

EXPLICIT KNOWLEDGE CODIFICATION
 Converting knowledge into a tangible, explicit form

(documents) so it can be communicated widely & less cost
 The issue of codification quality ;
 Accuracy
 Understandability
 Accessibility
 Currency
 Credibility
 Why codification?
 Easily understood, maintained, improved

CODIFICATION TECHNIQUES
1. Cognitive maps
2. Decision tree
3. Knowledge taxonomies
4. Task analysis

Cognitive maps
 Representation of the ‘mental model’ of a person
knowledge
 Provide good form of codified knowledge
 Process of human mind to make sense of their their
complex environment
 Allow expert to construct knowledge model



Decision tree
 Ussualy in the form of flowchart, compact & efficient
 Support with alternate paths indicating the impact of different
decision


Knowledge taxonomies
 Concept viewed as building block of knowledge & expertise
 Identify key concept
 Graphically presented that it reflect organization concept in
particular field
 Explain the dependency of hierarchical concept
 The higher the concept, the more general


Knowledge taxonomies
 Sorting techniques ;
 Manual, automated
 Sorting card, cluster analysis (method of producing classification
from data that initially unclassified

CONCLUSION
 Capturing knowledge is process of adding value to the
original content (restructuring, rewritting)
 Analysizing & reworking help clarify what organization know
& what it need to know

CREDITS & INFORMATION
 http://www.eknowledgecenter.com/articles/1010/1010.htm
 http://www.ahg.com/absolutely%20knowledge%20management%20s
ystem.htm
 http://www.prescientdigital.com/articles/content-management/content-
management-in-a-knowledge-management-context/
 http://www.lc-stars.com/knowledge.html
 http://peterpaulperez.wordpress.com/2011/04/18/knowledge-
management-in-the-call-center-industry/
 http://www.ugc.edu.hk/tlqpr01/site/abstracts/098_hui.htm
 http://www.ilo.org/public/english/employment/mifacility/activities/knowl
edge.htm

 http://www.hcklab.org/research/knowledgemanagement/tacit-explicit-
knowledge.htm
 http://www.cognitivedesignsolutions.com/KM/ExplicitTacit.htm
 http://serbaserbikm.blogspot.com/2010/07/2-macam-tipe-knowledge-
yaitu.html
 http://www.systems-thinking.org/kmbh/kmbh.htm
 http://www.kmnetwork.com/WhatIsKM.html
 All figure are from Kimiz Dalkir, 2005, KM Theory & Practices

DRESSED 4 SUCCESS
 Conduct a brief review after every class.
 Complete the assigment on time.
 Prepare and conduct the presentation seriously
 Pay full attention about what the class discussed
 Make notes to help understand the lecture.
 Read & understand the main references/books
 Look for the other lecture materials from other class
 Keep 100% attendance

Sesi 04 KM Capture Codify

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 Converting knowledge into a tangible, explicit form

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