Attention please!!

Some students drink at the fountain of knowledge. Others just gargle

What we will do?

Property may be destroyed and money may lose its purchasing power; but character, health, knowledge and good judgment will always be in demand under all conditions

Knowledge Management
-Mujaddid Hussain-

Thinking provides knowledge, Knowledge makes you great.
Dr. APJ Abdul Kalam Honorable President of India
from annual address at Saurashtra University, Rajkot, Gujarat

In a global economy where the most valuable skill you can sell is your knowledge

Might.Wealth. Force In our terms Knowledge is .Knowledge is -Power. Driver of Economy .

or institution capable of different.knowledge  Information that changes something or somebody becoming grounds for action by making an individual. more effective action .

simple rules Raw & isolated facts .Knowledge is more than knowing Knowledge develops like a pyramid: Wisdom Knowledge Information Data Strategy. heuristics Concepts. algorithm Organized facts.

Two Kinds of Knowledge Knowledge is intangible. but without it no organization can survive. and difficult to measure. dynamic.  Tacit: or unarticulated knowledge is more personal. and hard to formalize. experiential. . is difficult to communicate or share with others.  Explicit: explicit knowledge can easily be written down and codified. and is generally in the heads of individuals and teams. context specific.

Biomedical literature will take 2200 yrs.Knowledge is more than knowing Overload = Noise: Business workers are flooded with data and drowning in information Volume of technical literature is overwhelming To read one year of chemistry publication will take 700 yrs. .

Knowledge is more than knowing Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information? Where is the information lost in data? TS Eliot in his poem The Rock .

89 is data "Your bank balance has jumped 8087% to $1234567.89" is information "Nobody owes me that much money" is knowledge "I'd better talk to the bank before I spend it because of what has happened to other people" is wisdom. For example. 1234567.What is known by perceptual experience and reasoning. .

Knowledge is more than knowing Overloaded knowledge workers suffer: Half of managers can t cope with data they receive Two thirds said they needed high levels of information but believed info was underutilized Ca. 50% felt that acquiring information detracted from their main job responsibilities Information overload lessened job satisfaction .

skill & muscle memory .experience.this is tacit knowledge .this is explicit knowledge Basket ball player knows how to propel into the hoop .Knowledge is more than knowing Explicit and tacit knowledge: Physics student can write equation of a ball propelled in space and its trajectory .

captured.Knowledge Management definitions Knowledge Management is the art of creating value from the intangible assets of an organization The systematic processes by which knowledge needed for an organization to succeed is created. shared and leveraged A multi-disciplined approach to achieving organizational objectives by making the best use of knowledge .

Dr. . Yogesh Malhotra in Toward a Knowledge Ecology for Organizational WhiteWaters . this static and contextual knowledge works against the generation of multiple and contradictory viewpoints that are necessary for meeting the challenge posed by wicked environments.The traditional view of knowledge management has treated knowledge in terms of prepackaged or taken-for-granted interpretations of information. However.

and experiences. rather than layered. feelings. such as new learnings.Data is organized into information by combining data with prior knowledge and the person's self-system to create a knowledge or mental representation (Marzano. . 1998) knowledge representation is consistently changing as we receive new inputs. This causes the knowledge representation to change due to our brains being branched or interconnected to other representations.

they not easily captured by documents. knowledge is dynamic. the knowledge representation stays within the creator. our various knowledge representations change and grow with each new experience and learning. . In many cases. rather they reside within the creator of the representation. in which case the flow of knowledge stops. that is.Since our brains are branched. Due to the complexity of knowledge representations.

--"The Learning Organization. But the future has already turned into the present. is the critical resource. and the era of knowledge has arrived. not machine power." Economist Intelligence Unit .The Knowledge Economy For several decades the world's best-known forecasters of societal change have predicted the emergence of a new economy in which brainpower.

which transform and add value to knowledge products  The emergence of ways to manage these materials and assets. both the raw materials and the finished goods  The concurrent rise in importance of knowledge assets.The Knowledge Economy The knowledge economy rests on three pillars:  The role that knowledge plays in transactions: it is what is being bought and sold. or KM .

Why manage knowledge The move from an industrially-based economy to a knowledge or information-based one in the 21st Century demands a top-notch knowledge management system to secure a competitive edge and a capacity for learning. .

land. . and not labor. It is the intangible.Why manage knowledge  The new source of wealth is knowledge. or financial capital. intellectual assets that must be managed.  The key challenge of the knowledge-based economy is to foster innovation.

Managing knowledge Knowledge has become the key to success. through maximising the use of knowledge . it is simply to valuable a resource to be left to chance (Wenger) Knowledge management (KM) is : A trans-disciplinary approach to improving organisational outcomes and learning.

Do You Really Need KM?  Competitive success will be based on how strategically intellectual capital is managed  Capturing the knowledge residing in the minds of employees so that it can be easily shared across the enterprise  Leveraging organizational knowledge is emerging as the solution to an increasingly fragmented and globally-dispersed workplace .

Do You Really Need KM?  If your department wants to stop constantly reengineering and downsizing: talented people are assets to be developed for a global 21st Century  If you are interested in the Knowledge Grid  If you understand that reuse of knowledge saves work. reduces communication costs. and allows a company to take on more projects .

customer-focus.Knowledge management delivers     Enables effective and timely decision-making Fosters creativity & innovation Enhances communication Supports culture of learning. and moving from good to best .

products.Organizational Knowledge: Why Is It Important?  Knowledge can be embedded in processes. systems. by way of workplace socialization  It is the essence of the competitive edge! . or informally. and controls  Knowledge can be accessed as it is needed from sources inside or outside the firm  It is versatile and can be transferred formally. through training.

What¶s the Strategy? There are two very different knowledge management strategies:  Codification Strategy  Personalization Strategy .

Knowledge Management Types  Competency Management  Knowledge Sharing  Competitive Knowledge Management .

Knowledge Management Framework .

Knowledge Management Framework Knowledge Acquisition Knowledge Storage and Organization Knowledge Storage and Organization Knowledge Distribution Knowledge Application .

Knowledge Work Activities Ac qu i r e An a l yz e O r g a n i ze C o d i fy Co m m u n i c a ttei l i z e U Re sult .

and promoting the sharing of appropriate knowledge artifacts. Knowledge management and the dynamic nature of knowledge. 53 (2). Ways to do this include encouraging communication.So what is knowledge management? Knowledge management (KM) is an effort to increase useful knowledge within the organization. C. McInerney. JASIST. offering opportunities to learn. (2002). .

1997.One Perspective of KM  KM [Knowledge Management] involves blending a company s internal and external information and turning it into actionable knowledge via a technology platform. . Susan DiMattia and Norman Oder in Library Journal. September 15.

.Understanding KM  Understanding Knowledge Management requires an understanding of knowledge and the knowing process and how that differs from information and information management.

Critical Concepts for KM What s to Manage? j Organisational information j Organisational knowledge j Individual knowledge .

A KM interpretation  Recognizing the value of knowledge in decision making and innovation  Developing a culture of challenge existing beliefs and ways of doing  Embracing new knowledge -use the specialized knowledge of experts  Looking for patterns and trends in information and processes .

but the ability to use it is scarce. j Knowledge is abundant. . j Transferring knowledge does not lose it but market mechanisms allow ownership. j Producing knowledge resists organisation. j Much of it walks out the door at the end of the day.Paradoxes of Knowledge Using knowledge does not consume it but it does get obsolete.

BUT  how to locate and acquire others knowledge  how to diffuse knowledge in your organization  how to recognize knowledge interconnections  how to embody knowledge in products  how to get access to the learning experiences of customers .The Challenge of Knowledge Management Not only of how to develop new knowledge.

key elements people processes technology .

For Successful Managing of Knowledge Focus on five tasks:  Generating knowledge  Accessing knowledge  Representing and embedding knowledge  Facilitating knowledge  Transferring knowledge It is a process of instilling the culture and helping people find ways to share and utilize their collective knowledge. .

Knowledge Management Enablers  Leadership  Knowledge champions. such as CKOs  Culture  Access  Technology  Learning Culture .

guidelines leadership integrating KM across the organisation . best practices.What are the challenges? attaining understanding & commitment developing trust across the organisation addressing the people and cultural issues not allowing technology to dictate KM have a specific business goal for KM quantify the up-front and in-service costs and benefits measuring performance considering regulatory requirements.

leaders need to demonstrate a vision for the organisation and actively support knowledge management initiatives managers need to support knowledge workers and provide environments conducive to knowledge sharing and creation knowledge workers need to share knowledge with each other and ensure that their knowledge management work is visibly linked to organisational objectives .Who is involved Knowledge management is everyone s responsibility.

there is an increase in employee satisfaction due to greater personal development and empowerment.Why KM? What s the Big Deal?  By instituting a learning organization (KMintensive). .  Keeps your employees longer and thereby.  Saves money by not reinventing the wheel for each new project. reduces the loss of intellectual capital from people leaving the company.

 Increases productivity by making knowledge available more quickly and easily.Why KM? What s the Big Deal?  Reduces costs by decreasing and achieving economies of scale in obtaining information from external providers. .  Provides workers with a more democratic place to work by allowing everyone access to knowledge.

at a keystroke .Why KM? What¶s the Big Deal?  Learning faster with KM  Learning faster to stay competitive  KM software and technological infrastructures allow for global access to an organization s knowledge.

Wherever it is needed.  Accessible at a fast rate of speed.  Virtual communities of practice share what is known in a global fashion.In Successful KM Programs  Information is widely disseminated throughout the organization.  Business boundaries are broad. . independent of time zones and other geographic limitations. and often virtual in nature.  Collaboration to support continuous innovation and new knowledge creation. it is accessible.

Symptoms of KM Diffusion Challenges  No internal learning communities  Lack of psychological safety  Lack of workplace trust  Arrogance of people who believe they know everything. so why try?  Lack of communication within an organization made evident by continually reinventing the same wheel  Negativity and unrealistic expectations .

KM and Future Planning  Where are we going? What are we here for?  People need awareness of the whole: in what direction is the organization going?  To have a goal to reach in the future can provide great incentive for a KM initiative.  Effective leveraging lies within an organization s capacity for rethinking and recreating. and help to create the future we want. . Scenario thinking can help us to see the blind spots.

there must be a focus on learning. and learning how to harness the learning capabilities that lead to innovation. .Sustainability of a KM Endeavor There are three fundamental processes that sustain profound changes such as the introduction of a KM system:  developing networks of committed people  improving business results  enhancing personal results To achieve sustainability.

 Managers need to surrender control.Sustainability of a KM Endeavor  For significant change to lead to sustainability.  And mental models need to be examined. . hierarchical control must be put aside.  The emergence and development of informal networks must be supported so that people can share their tacit knowledge and help one another.

and allowing them to blossom  Allowing people to be the best that they can be. optimizing performance .Knowledge Management?  The essence of knowledge management is understanding and valuing intangible assets over tangible  Understanding that human and intellectual capital are the greatest resources  Managing the skills and competencies that lie within an organization.

. NY: Wiley. but only the human mind can process knowledge or even information. Processing data can be performed by machine. 1983. Jesse Shera in Machlup and Mansfield s The Study of Information: Interdisciplinary Messages.

Knowledge is of no value unless you put it into practice. Thank You .

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