- Knowledge management
- 4 Knowledge Management Models That Can Supercharge Your Organisation
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- Knowledge Management in IT Organizations from Employee's Perspective - IEEE Conference Publication
Knowledge management based on process thinking encourages people to build relationships, networks and trust so that they will share knowledge when they need to.
The practice perspective has a lot in common with the process perspective, but recognises that there is a part of knowing about how to do something that we can learn only by doing it. Think of baking a cake: it takes practice to get it right. Knowledge management based on the practice perspective is rare. It includes getting people with different backgrounds together to solve problems, and use of algorithms that mine data to identify patterns in what people do. The table summarises some of the characteristics of the three different perspectives. Structural perspective Process perscpective Practice perspective Knowledge Knowledge is a resource that can be captured, accumulated and shared.
Knowledge is more a process of knowing than a 'thing'. It is negotiated in social interactions. There is a part of knowing how to do something that you can learn only by doing it.
Decision making Individuals make independent, logical and reasoned decisions based on facts. The way people make decisions depends on the social setting and 'the way we do things round here'. The way people make decisions is based on shared practical understanding of the work they do. Where knowledge resides Mainly in the heads of individuals, and in documents and processes. Knowledge doesn't reside anywhere specific, it exists in social groups. Knowledge doesn't reside anywhere, it is part of what people do.
Where knowledge comes from Knowledge is discovered by experts through scientific study. We know more so that we understand more. Move on. Compare what it means to know something as opposed to understanding it. I know it because I have excellent evidence attesting to the fact of the eclipse, including having seen it with my own eyes.
And of course I understand it in some sense: The Earth passed between the Sun and the Moon, casting a shadow on the Moon. That sort of rudimentary understanding kept it from being a mysterious and threatening event, the way it must have been in the old days. Does the shadow always go horizontally straight across? If the Earth is blocking it, why was the part in shadow still visible? Is there ever an eclipse of a non-full moon? Is that what a partial eclipse is? How much bigger than the Moon is the shadow cast by the Earth?
4 Knowledge Management Models That Can Supercharge Your Organisation
How common are eclipses in other solar systems? Understanding is about seeing things connected into larger contexts. Knowing without understanding is useless.
Understanding is the goal of knowing. But even if we made a layer for understanding in the DIKW pyramid, the very form of a pyramid terribly misrepresents it. Understanding is not a narrowing of knowledge. KMWorld Magazine. This process of converting information into knowledge that can be used is called the Knowledge Management Cycle. Note: You can setup your own Knowledge Management site with Helpie. Karl Wiig, proposed his KM model in with the claim that knowledge will be useful and valuable only if it is organized and synchronized.
Holding knowledge: Storing the information in specific and easily retrievable physical formats and in people through training. Pooling knowledge: Using appropriate KM systems to ensure cross-talk between pools or groups of experts. Applying knowledge: Here the use of knowledge is in changing or improving the work processes so that new knowledge is automatically embedded.
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Some of the defining characteristics of the Wiig model are. Completeness: Whether tacit or explicit there are several sources of knowledge, each with incomplete information. When building knowledge for the organization the completeness of this knowledge is an important step to utilization. Connectedness: To understand the big picture and realize how knowledge may be used it is important that different parcels of knowledge are interconnected. This helps pull out related information quickly and assimilate in decision making. Purpose and Perspective: Capturing knowledge with a particular perspective is to look at the elements that may be required in future for a particular purpose.
This would enable us to glean information from a particular point of view and increase relevancy to the user. Here the focus is on knowledge creation.
In order for innovation to take place, the bar has to be raised, first, in the sphere of knowledge creation. The model defines and elaborates on the 2 types of knowledge, the explicit knowledge which is well documented and tacit knowledge which is a result of years of experience and hence is likely to unconsciously reside at the back of the mind of the expert using this knowledge. Since knowledge creation is a continuous process and occurs in both a planned and accidental way across the organization, this model considers the capture of this knowledge as the key to continuous improvement.
Nonaka also specifies the 4 methods of knowledge conversion:.
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Explicit knowledge can be processed by either a human or computer whereas tacit information can only be processed by the person who holds it. Socialisation : This is where knowledge sharing takes place through presentations, demonstrations, one-on-ones etc. It can be between two individuals over coffee or a formal open-up session. It may also take the form of a mentorship program where the objective itself is the systematic download of tacit information onto a successor.
Knowledge Management in IT Organizations from Employee's Perspective - IEEE Conference Publication
Externalisation : Here knowledge is stored to disseminate in a planned manner e. Academic institutions and research and development centres have this as their priority as they are viewed as the source of information dissemination.
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Internalisation : Simply put this is training with a purpose. Similarly, an organisation may need experts to pore over certain documented information to troubleshoot a manufacturing line to reduce rejections or streams of financial data to plug profitability leaks. Combination: Here knowledge enhancement and adaptation takes place. The tacit information is combined with explicit information to create knowledge adapted or enhanced to tackle a specific problem or about a particular project. The stages of information collection to conversion into usable knowledge have been enumerated as; acquisition, refinement, storage and retrieval, distribution and presentation or use.