The focus of this presentation is to illustrate to KMers the importance of focusing on people for KM programmes. People come first, portals can come later!
The document discusses five knowledge-centric drivers for knowledge management: 1) Knowledge recognition failure where companies fail to recognize what knowledge they already have, 2) The need for smart knowledge distribution to get the right knowledge to the right people at the right time, 3) Tacit knowledge walkouts which refers to the risk of losing valuable tacit knowledge when key people leave an organization, 4) Knowledge hoarding which discusses why people hoard knowledge instead of sharing it, and 5) The need to learn to unlearn outdated practices and continuously learn new knowledge and skills.
Data, Information, Knowledge and wisdom is often interchangeably used. This is an effort to show the differences, and the way they work together to bring about wisdom!
This document provides an introduction to knowledge management concepts from a class titled "Concepts and Application of KM". It defines knowledge management and discusses common problems organizations face such as loss of knowledge, inability to acquire information, and outdated information. It then summarizes several real-world examples of how organizations have implemented knowledge management initiatives to address problems, including sharing best practices, identifying expertise, exploiting intellectual property, learning about customers, and disseminating knowledge. The document concludes by discussing challenges of knowledge management, myths about knowledge management, and factors to consider in assessing an organization's readiness for knowledge management.
This document discusses the concept of far transfer in knowledge transfer. Far transfer refers to applying knowledge to novel situations that are different from the original context in which the knowledge was acquired. It is more difficult than near transfer, which applies knowledge to routine situations. However, far transfer allows people to adapt knowledge to new environments and changing situations. The advantages are that it builds adaptive skills, but the disadvantages are that far transfer is more difficult to achieve and requires higher-level conceptualization from experience.
Dixon developed a theory of five knowledge transfer mechanisms based on who receives the knowledge, the nature and type of task, and type of knowledge transferred. The mechanisms include serial transfer of tacit knowledge between the same teams, near transfer of explicit knowledge for similar routine tasks, and far transfer which makes tacit knowledge from non-routine tasks available to other teams. These different transfer types are important for organizations to effectively share and apply knowledge across situations, teams, and projects.
The document discusses three key enablers of knowledge transfer: culture, technology, and infrastructure. Culture refers to organizational norms and initiatives to encourage knowledge sharing. Technology provides a platform for initiatives and tools to extend reach and speed of transfer. Infrastructure includes organization structures, processes, and networks to facilitate knowledge flow through self-directed, knowledge services, or facilitated transfer approaches. Measurement of impacts on outcomes, activities, and costs is important to improve current and design future transfer systems.
The document discusses different types of knowledge and strategies for knowledge transfer. It describes explicit knowledge as being easily codified and communicated, while tacit knowledge is difficult to articulate and usually learned through demonstration. The SECI model of knowledge conversion is introduced, which shows how knowledge is transformed between its tacit and explicit forms through socialization, externalization, combination, and internalization. Common strategies for knowledge transfer discussed include best practices, communities of practice, and electronic technologies. The goal of knowledge transfer is facilitating organizational learning by sharing what is learned in one part of an organization with other parts.
The document provides an introduction to the topic of knowledge management (KM) through several presentations. It discusses the history and definitions of KM, elements of a KM initiative including people, processes and technology, and the importance of KM for competitive advantage. It also covers the evolution of KM, the differences between information management and KM, and addresses explicit and tacit knowledge as well as ethics in KM.
This PowerPoint presentation was created for one of my graduate courses. The scenario was set in a large company with offices all over the US. Each office does their own training, which is delivered in stand-up or hands-on mode, and there is no collaboration. This has resulted in a lot of duplication of efforts, wasted resources and time. The access of material is limited as it is stored on the LAN. My task was to make knowledge management recommendations
It was submitted via email, thus no animations and a lot of the explanations are included as notes.
This document outlines how to implement educational technology in an organization. It discusses starting small with pilots and researching best practices. Change management is important to address as technology projects often fail due to lack of clear objectives and communication. The presenter advocates a gap analysis to understand current and desired states. Resources like learning management systems and video tools are presented. Processes like needs analysis and project planning are also covered.
The document discusses knowledge management and the use of Web 2.0 tools to support it. It identifies five common gaps in knowledge management implementation, including a lack of alignment with business goals and ineffective planning. It describes how Web 2.0 emphasizes user-generated content and collaboration using tools like wikis, blogs, and social networking. While these tools can help create and share knowledge, validation and application of knowledge is still needed. The document also discusses success factors for knowledge management programs, including leadership support, culture, technology, and performance metrics.
Knowledge for Performance Imporvement
Presented at the International Society for Performance Improvement 2008
Based on the two books by Arthur Shelley:
Being a Successful Knowledge Leader and The Organizational Zoo
2011 SLA Annual Conference & INFO-EXPO: Novel Applications for TD Bank\'s...jmkurtz
油
After attending the SLA 2011 Annual Conference in Philadelphia, I developed this presentation to share the innovative ideas and technologies I learned about with my department at the Information Research Center.
Knowledge management systems in electronic business ahmed adelAhmed Adel
油
This document discusses knowledge management systems in electronic business and management. It begins with an introduction that defines knowledge management and explains why organizations need knowledge management. It then outlines the key components of a knowledge management process and some of the biggest challenges to managing knowledge in organizations. The document also discusses how knowledge management relates to e-business development and provides a real-world example of knowledge management. It concludes that developing e-business systems based on knowledge management processes can help organizations more effectively achieve their goals through the use of information technology.
Knowledge Management by Arti Pandey UIM Naini AllahabadAnjani Pandey
油
The document discusses knowledge management systems in higher educational institutions. It describes how changes in information technology have created gaps in access and control of knowledge that knowledge management aims to address. It defines knowledge management as the systematic process of creating, capturing, sharing, and leveraging organizational knowledge to improve performance and gain competitive advantages. The document also outlines strategies, technologies, challenges, and benefits of implementing knowledge management systems in universities.
Skim lecture @national conference on technoly, innovation & chnge management ...subramanian K
油
The document discusses technology, innovation, and change management for good governance. It covers recent technological developments, knowledge management, standards and assurance, governance maturity models, and principles of good governance including leadership, selflessness, integrity, and accountability. It also addresses typical challenges with governance in cyberspace and the drivers of change in the digital age.
Unit 2 - Fundamentals of Decision Making StylesFelixKhechi1
油
This covers Understand the knowledge management
Understand the decision making styles
Understanding escalation of commitment
Outlining stages of creative process
Understand the group decision making
The document discusses personal knowledge management (PKM) as an alternative approach to traditional knowledge management. It argues that PKM focuses on facilitating connections between individuals, harvesting knowledge from personal repositories, and improving personal productivity, rather than centralized content management and top-down dissemination of knowledge. The key aspects of PKM involve finding and connecting with people who have relevant knowledge, automatically harvesting knowledge from individual workspaces, managing personal content, and coaching individuals on improving their own knowledge practices. Adopting PKM represents a shift away from the traditional focus on cost savings and towards tapping collective expertise and enhancing collaboration, decision making and innovation.
From Content and Collection to Context and ConnectionDave Pollard
油
The document discusses knowledge management (KM) and outlines a workshop on making KM more effective. It describes the evolution from KM 1.0 to KM 2.0, focusing more on context and connection rather than just content and collection. The workshop covers developing a KM framework, getting buy-in, and overcoming obstacles to implementing KM programs. It also discusses the evolving role of information professionals and new innovations in KM.
Knowledge Management is first and foremost a willingness and desire of people within the organisation to help each other make things better. If this desire is not truly there, all that your process and technology-related investments will lead to, are expensive and embarrassing white elephants.
Iipa lecture km & good governance jan 12 2011subramanian K
油
The document discusses knowledge management, innovation, and productivity as integral parts of good governance. It covers recent developments in these areas, myths about knowledge management, and how innovation and productivity can be improved through standards and governance frameworks. Maturity models are presented as a way to evaluate knowledge management strategies and ensure good governance of cybersecurity and information technology.
Ark Group workshop introduction to knowledge management 10 May 2010Steve Perry
油
The document provides an agenda and overview for a knowledge management (KM) seminar for law firms. It discusses the key building blocks of KM including people and culture, processes, content, and technology. It emphasizes aligning KM strategies with business goals and examples of how other professional services firms have implemented successful KM programs. Ensuring user adoption, a knowledge sharing culture, and that KM improves client services are highlighted as critical success factors.
The document discusses knowledge acquisition for expert systems. It outlines several key methods for acquiring knowledge from human experts, including observing experts solving real problems, conducting discussions to identify required data and procedures, having experts solve example problems verbally while explaining their rationale, developing rules based on interviews and testing them, and comparing responses from multiple experts. The goal is to carefully organize the acquired knowledge into a structured format like rules that can be implemented in an expert system.
Knowledge is what makes organizations efficient and effective, and adds market value. There are different types of knowledge, including tacit knowledge shared through socialization and storytelling, and explicit knowledge developed into policies and procedures. Implementing a knowledge management system involves identifying an organization's knowledge base, relevant technologies, who owns the knowledge, and how knowledge will be captured, used, and archived over its lifecycle. Conflicts can arise and must be addressed by creating communities of practice to share knowledge before implementing formal systems. The knowledge management process involves learning new knowledge, developing routines, sharing through communication channels, and externalizing or internalizing both tacit and explicit knowledge.
Harnessing Your Experts Knowledge for Sustainable Competitive AdvantageEmerson Exchange
油
The document discusses an organization's efforts to implement knowledge sharing practices to gain a sustainable competitive advantage. It outlines barriers to knowledge sharing like cognitive challenges and lack of trust. The organization addressed these barriers by starting small with informal tools, celebrating successes, and focusing on culture change. Tactics included knowledge shares, solution circles, and use of communication and sharing technologies. The results were an increased ability to reuse knowledge and identify experts, avoiding duplicated work.
This PowerPoint presentation was created for one of my graduate courses. The scenario was set in a large company with offices all over the US. Each office does their own training, which is delivered in stand-up or hands-on mode, and there is no collaboration. This has resulted in a lot of duplication of efforts, wasted resources and time. The access of material is limited as it is stored on the LAN. My task was to make knowledge management recommendations
It was submitted via email, thus no animations and a lot of the explanations are included as notes.
This document outlines how to implement educational technology in an organization. It discusses starting small with pilots and researching best practices. Change management is important to address as technology projects often fail due to lack of clear objectives and communication. The presenter advocates a gap analysis to understand current and desired states. Resources like learning management systems and video tools are presented. Processes like needs analysis and project planning are also covered.
The document discusses knowledge management and the use of Web 2.0 tools to support it. It identifies five common gaps in knowledge management implementation, including a lack of alignment with business goals and ineffective planning. It describes how Web 2.0 emphasizes user-generated content and collaboration using tools like wikis, blogs, and social networking. While these tools can help create and share knowledge, validation and application of knowledge is still needed. The document also discusses success factors for knowledge management programs, including leadership support, culture, technology, and performance metrics.
Knowledge for Performance Imporvement
Presented at the International Society for Performance Improvement 2008
Based on the two books by Arthur Shelley:
Being a Successful Knowledge Leader and The Organizational Zoo
2011 SLA Annual Conference & INFO-EXPO: Novel Applications for TD Bank\'s...jmkurtz
油
After attending the SLA 2011 Annual Conference in Philadelphia, I developed this presentation to share the innovative ideas and technologies I learned about with my department at the Information Research Center.
Knowledge management systems in electronic business ahmed adelAhmed Adel
油
This document discusses knowledge management systems in electronic business and management. It begins with an introduction that defines knowledge management and explains why organizations need knowledge management. It then outlines the key components of a knowledge management process and some of the biggest challenges to managing knowledge in organizations. The document also discusses how knowledge management relates to e-business development and provides a real-world example of knowledge management. It concludes that developing e-business systems based on knowledge management processes can help organizations more effectively achieve their goals through the use of information technology.
Knowledge Management by Arti Pandey UIM Naini AllahabadAnjani Pandey
油
The document discusses knowledge management systems in higher educational institutions. It describes how changes in information technology have created gaps in access and control of knowledge that knowledge management aims to address. It defines knowledge management as the systematic process of creating, capturing, sharing, and leveraging organizational knowledge to improve performance and gain competitive advantages. The document also outlines strategies, technologies, challenges, and benefits of implementing knowledge management systems in universities.
Skim lecture @national conference on technoly, innovation & chnge management ...subramanian K
油
The document discusses technology, innovation, and change management for good governance. It covers recent technological developments, knowledge management, standards and assurance, governance maturity models, and principles of good governance including leadership, selflessness, integrity, and accountability. It also addresses typical challenges with governance in cyberspace and the drivers of change in the digital age.
Unit 2 - Fundamentals of Decision Making StylesFelixKhechi1
油
This covers Understand the knowledge management
Understand the decision making styles
Understanding escalation of commitment
Outlining stages of creative process
Understand the group decision making
The document discusses personal knowledge management (PKM) as an alternative approach to traditional knowledge management. It argues that PKM focuses on facilitating connections between individuals, harvesting knowledge from personal repositories, and improving personal productivity, rather than centralized content management and top-down dissemination of knowledge. The key aspects of PKM involve finding and connecting with people who have relevant knowledge, automatically harvesting knowledge from individual workspaces, managing personal content, and coaching individuals on improving their own knowledge practices. Adopting PKM represents a shift away from the traditional focus on cost savings and towards tapping collective expertise and enhancing collaboration, decision making and innovation.
From Content and Collection to Context and ConnectionDave Pollard
油
The document discusses knowledge management (KM) and outlines a workshop on making KM more effective. It describes the evolution from KM 1.0 to KM 2.0, focusing more on context and connection rather than just content and collection. The workshop covers developing a KM framework, getting buy-in, and overcoming obstacles to implementing KM programs. It also discusses the evolving role of information professionals and new innovations in KM.
Knowledge Management is first and foremost a willingness and desire of people within the organisation to help each other make things better. If this desire is not truly there, all that your process and technology-related investments will lead to, are expensive and embarrassing white elephants.
Iipa lecture km & good governance jan 12 2011subramanian K
油
The document discusses knowledge management, innovation, and productivity as integral parts of good governance. It covers recent developments in these areas, myths about knowledge management, and how innovation and productivity can be improved through standards and governance frameworks. Maturity models are presented as a way to evaluate knowledge management strategies and ensure good governance of cybersecurity and information technology.
Ark Group workshop introduction to knowledge management 10 May 2010Steve Perry
油
The document provides an agenda and overview for a knowledge management (KM) seminar for law firms. It discusses the key building blocks of KM including people and culture, processes, content, and technology. It emphasizes aligning KM strategies with business goals and examples of how other professional services firms have implemented successful KM programs. Ensuring user adoption, a knowledge sharing culture, and that KM improves client services are highlighted as critical success factors.
The document discusses knowledge acquisition for expert systems. It outlines several key methods for acquiring knowledge from human experts, including observing experts solving real problems, conducting discussions to identify required data and procedures, having experts solve example problems verbally while explaining their rationale, developing rules based on interviews and testing them, and comparing responses from multiple experts. The goal is to carefully organize the acquired knowledge into a structured format like rules that can be implemented in an expert system.
Knowledge is what makes organizations efficient and effective, and adds market value. There are different types of knowledge, including tacit knowledge shared through socialization and storytelling, and explicit knowledge developed into policies and procedures. Implementing a knowledge management system involves identifying an organization's knowledge base, relevant technologies, who owns the knowledge, and how knowledge will be captured, used, and archived over its lifecycle. Conflicts can arise and must be addressed by creating communities of practice to share knowledge before implementing formal systems. The knowledge management process involves learning new knowledge, developing routines, sharing through communication channels, and externalizing or internalizing both tacit and explicit knowledge.
Harnessing Your Experts Knowledge for Sustainable Competitive AdvantageEmerson Exchange
油
The document discusses an organization's efforts to implement knowledge sharing practices to gain a sustainable competitive advantage. It outlines barriers to knowledge sharing like cognitive challenges and lack of trust. The organization addressed these barriers by starting small with informal tools, celebrating successes, and focusing on culture change. Tactics included knowledge shares, solution circles, and use of communication and sharing technologies. The results were an increased ability to reuse knowledge and identify experts, avoiding duplicated work.
Harnessing Your Experts Knowledge for Sustainable Competitive AdvantageEmerson Exchange
油
KM &Technology
1. KNOWLEDGE MANAGEMENT MAY HAVE BEEN DONE SINCE MAN EXISTED BUT THE STRUCTURED STUDY AND IMPLEMENTATION IS LESS THAT 20 YEARS OLD!
2. THERE IS NOT ONE PATH FOR KNOWLEDGE MANAGEMENT BUT THE BEST WAY HAS PEOPLE FOCUS RATHER THAN TECHNOLOGY FOCUS! PEOPLE PORTALS DATABASES TEAM ROOMS DOCUMENT REPOSITORIES CRM
3. SOME COMPANIES FOUND SOME BENEFITS, FEW SUCCEEDED, MANY FAILED IN KNOWLEDGE MANAGEMENT WHY?
4. JULY 1999 PHARMA CORP-$10 B SALES-TOP 10 PLAYER IN ITS INDUSTRY DISBANDED A 100 MEMBER ALPHA TEAM PHARMA CORP HAS ITS PRESENCE IN 70 COUNTRIES ALPHA, WAS THEIR KNOWLEDGE MANAGEMENT INITIATIVE WHICH HAD LEADERSHIP BACKING, RESOURCES AND FUNDING OF $300m OVER 5 YEARS
5. ACCORDING TO A STUDY DONE BY CRANFIELD SCHOOL OF MANAGEMENT, UK & ERASMUS UNIVERSITY, NETHERLANDS PHARMA CORP FOCUS WAS ONLY AROUND BUSINESS ARCHITECTURE IT KNOWLEDGE CONTENT (EXPLICIT KNOWLEDGE; DOCUMENTATION)
6. PHARMA CORP FAILED TO FOCUS ON PEOPLE COMMUNITIES OF PRACTICES INTERDEPENDANCIES ACROSS DEPARTMENTS (SYSTEMS APPROACH) TACIT KNOWLEDGE PHASE II FOR ALPHA POST PHASE I OF TEAM CREATION AND BUSINESS CASE ONLY FOCUSED ON THE IT SYSTEMS, ARCHITECTURE AND CONTENT!
7. IN FUTURE WE WILL DO THE THINGS THAT ASSURE SUCCESS AND NOT WHAT MOST PEOPLE ARE DOING!
8. MARKET BEST PRACTICES AND WORLD CLASS TECHNOLOGY WILL BE STUDIED BUT KNOWLEDGE MANAGEMENT DESIGN WILL BE CUSTOMIZED TO BE A BEST FIT FOR COMPANY EMPLOYEES
9. TECHNOLOGY WILL BE AN ENABLER AND NOT WHAT REPRESENTS OUR KNOWLEDGE MANAGEMENT PROCESSES
10. PEOPLE WILL DICTATE WHAT IS THE REQUIREMENT FROM KNOWLEDGE MANAGEMENT AND PROCESSES WILL BE BUILT AROUND IT! TECHNOLOGY WILL COME IN AFTER THIS PATH IS WELL-DEFINED!
11. NOT ALL PEOPLE ARE GOOD AT WRITING DOCUMENTS, MENTORING OTHERS AND COMMUNICATING WITH PEOPLE BUT THEY ARE GREAT AT WHAT THEY DO! LETS CREATE COMMUNITIES OF PRACTICE THAT ENABLE ALL KINDS OF KNOWLEDGE SEEKING AND SHARING!
12. LETS CONTINUE WITH OUR DATABASES, PORTALS, TEAM ROOMS AND EMAIL BUT LETS WORK TOWARDS PEOPLE &COMMUNITIES OF PRACTICE WHICH IS THAT MISSING LINK BETWEEN INFORMATION &KNOWLEDGE!