KMST

Lecture # 11-12
An integrated KM cycle
Dalkir distilled the Meyer & Zack, Bukowitz & Williams,
McElroy, and Wiig KM cycles into an integrated cycle.
The following are the three major stages of integrated cycles
of knowledge management strategy when introduced in any
organization −

1. Knowledge creation/capture

2. Knowledge sharing/dissemination

3. Knowledge acquisition and application

An integrated KM cycle: Phases Overview
An integrated KM cycle Cont…
Knowledge Creation is the advancement of new
knowledge and know-how innovations that did not
have a previous existence within the organization.
Once, it is clear that the newly identified content is of
sufficient value, the next step is to contextualize this
content. This involves maintaining a connection
between the knowledge and those knowledgeable
about that content.
An integrated KM cycle Cont…
Knowledge Capture states the identification and
frequent codification of existing (usually previously
unnoticed) internal knowledge and know-how within
the organization and/or external knowledge from the
environment.
An integrated KM cycle Cont…
 Contextualization also indicates identifying the key
elements of the content in order to better match to a
variety of users. Finally, contextualization succeeds to
when the new content is firmly, precisely yet seamlessly,
embedded in the business processes of the enterprise.
The knowledge management cycle is then rechecked as
users understand and decide to make use of content.
The users will update usefulness, and they will signal
when it becomes out of date or when this knowledge is
not applicable
An integrated KM cycle
In the transition from capture to sharing, contents are
assessed and contextualized in order to be understood
(acquisition) and used (application). This stage feeds
back into the first stage in order to update the
knowledge content.
An integrated KM cycle activities
An integrated KM cycle activities
Create: The process of creating or identifying
information or knowledge within an organization

Capture: The recording of information or knowledge

in various formats accessible to the organization

Describe: Detailing and codifying of knowledge

through means that are relatable to the organization’s
staff and other users.
An integrated KM cycle Components
Organize: Collating the knowledge into like
categories and subjects.

Share: Dissemination of knowledge throughout the

organization.

Reuse: Archiving of the knowledge for later use by the

organization.
The Choo Sense-Making KM Model (1998)
The Choo Sense-Making KM Model (1998) focuses on
Sense Making
Knowledge Creation
Decision making skills
These three highly interconnected processes play a
major role in the unfolding of the organization’s
knowledge vision.
It’s potential to knowledge creation and its
commitment into taking knowledge creation to the
maximum cost.
The Choo Sense-Making KM Model (1998)
Choo Sense-Making KM Model
Sense Making −
 Its long-term aim is the warranty that organizations will
adapt and continue to grow in a dynamic and complex
environment through activities of visioning and
interpretation of suitable information enabling it to
understand
 Changes &
 Trends

About
 Clients,

 Suppliers,

 Competitors and

 Other external environment actors.

Choo Sense-Making KM Model
Sense Making(More detail) 
In the sense-making stage, one attempts to make sense of
the information streaming in from the external
environment.
Priorities are identified and used to filter the information.
Individuals construct common interpretations from the
exchange and negotiate information fragments combined
with their previous experiences.
Weick (2001) proposed a theory of sense making to
describe how chaos is transformed into sensible and
orderly processes in an organization through the shared
interpretation of individuals
Choo Sense-Making KM Model
Sense Making(More detail) 
This idea is taken from Weick (1995) who proposed that
sense making in organizations consists of four
integrated processes:
 (1) ecological change,
 (2) enactment,
 (3) selection and (4)retention.

Ecological/environmental change is a change in the

environment that is external to the organization—one
that disturbs the flow of information to participants—
and triggers an environmental change in the
organization. environment.
Choo Sense-Making KM Model
Sense Making(More detail) 
In the enactment phase, people try to construct,
rearrange, single out, or demolish specific elements of
content.
Many of the objective features of their environment are
made less random and more orderly through the
creation of their own constraints or rules.
Choo Sense-Making KM Model
Sense Making(More detail) 
Selection and retention are the phases in which
individuals attempt to interpret the rationale for the
observed and enacted changes by making selections.
The retention/preservation process in turn furnishes the
organization with an organizational memory of
successful sense-making experiences.
This memory can be reused in the future to interpret
new changes and to stabilize individual interpretations
in view of organizational events and actions
Choo Sense-Making KM Model
Knowledge Creation −
It is a process that allows a company to create or
acquire, organize and process information in order
to generate new knowledge through organizational
learning.
The new knowledge obtained, allows company to
develop new abilities and capabilities, create new
products and new services, improve the existing ones
and redesign its organizational processes.
Choo Sense-Making KM Model
Knowledge Creation  (More detail )
 Knowledge creating in Choo model is taken from Nonaka
and Takeuchi Knowledge creating that may be viewed as the
transformation of personal knowledge between individuals
through dialogue, discourse, sharing, and storytelling.
 This phase is directed by a knowledge vision of “as is”
(current situation) and “to be” (future, desired state).
 Knowledge creation extends the spectrum of potential
choices in decision making by providing new knowledge and
new competencies.
 The result feeds the decision-making process with innovative
strategies that extend the organization’s capability to make
informed, rational decisions.
Choo Sense-Making KM Model
 Decision Making −

 The Company must choose the best option among those that are
reasonable and presented and pursue it based on the
organization’s strategy.

 Decision making process in companies is constrained by the

bounded rationality principle.

 “Bounded rationality is the idea that rationality is limited when

individuals make decisions. Limitations include the difficulty of the
decision problem, the cognitive capability of the mind, and the
time available to make the decision”.
Choo Sense-Making KM Model
 Decision Making (More Detail)
Decision making is situated in rational decision-making
models that are used to identify and evaluate
alternatives by processing the information and
knowledge collected to date.
There are a wide range of decision-making theories such
as the theory of games and economic behavior
 (e.g., Dixit and Nalebuff, 1991; Bierman and Fernandez, 1993),
chaos theory, emergent theory, and complexity theory (e.g.,
Gleick, 1987; Fisher, 1984; Simon, 1969; Stewart, 1989; Stacey,
1992). (for info)
Boisot I-Space KM Model(1998)
The Boisot KM model is based on the key concept of an
“information good” that differs from a physical asset.
Boisot distinguishes information from data by
emphasizing that information is what an observer will
extract from data as a function of his or her
expectations or prior knowledge.
The effective movement of information goods is largely
dependent on senders and receivers sharing the same
coding scheme or language.
Effective knowledge sharing requires that senders and
receivers share the context as well as the coding scheme
Boisot I-Space KM Model(1998)
Boisot (1998) proposes the following two key points:
1. The more easily data can be structured and
converted into information, the more diffusible
/communicable it becomes.
2. The less data that has been so structured requires a
shared context for its
diffusion/dissemination/propogation, the more
diffusible it becomes.
 Boisot Model Phases
Scanning

Impacting Codification

Absorption Abstraction

Diffusion
Boisot Model
Scanning
Identifying threats and opportunities in
generally available content.
Scanning patterns such as unique insights that
then become the possession/ownership of
individuals or small groups.
Scanning may be very rapid when the data is
well codified and abstract and very slow and
random when the data is uncodified and
context-specific.
Boisot Model
Problem solving/Codification
The process of giving structure and coherence
to such insights—that is, codifying them.
In this phase they are given a definite shape, and
much of the uncertainty initially associated with
them is eliminated.
Problem solving initiated in the uncodified
region of the I-space is often both risky and
conflict-laden
Boisot Model
Abstraction
Generalizing the application of newly codified
insights to a wider range of situations.
Involves reducing them to their most essential
features—that is, conceptualizing them.
Problem solving and abstraction often work in
tandem.
Boisot Model
Diffusion
 Sharing the newly created insights with a target
population.
 The diffusion of well-codified and abstract content
to a large population will be technically less
problematic than that of content that is uncodified
and context-specific.
 Only a sharing of context by sender and receiver
can speed up the diffusion of uncodified data.
 The probability of a shared context is inversely
proportional to population size.
Boisot Model
Absorption
Applying the new codified insights to different
situations in a “learning by doing” or a “learning
by using” fashion.
Over time, such codified insights come to
acquire a penumbra of uncodified knowledge
that helps to guide their application in
particular circumstances.
Boisot Model
Impacting
The embedding of abstract knowledge in
concrete practices.
The embedding can take place in artifacts,
technical or organizational rules, or behavioral
practices.
Absorption and impact often work in tandem.
Thanks