All entries for Saturday 04 May 2013
May 04, 2013
Effective use of information technology to communicate knowledge requires an organization to share an interpretive context. The more that communicators share similar knowledge, background and experience, the more effectively knowledge can be communicated via electronically mediated channels. At one extreme, the dissemination of explicit, factual knowledge within a stable community having a high degree of shared contextual knowledge can be accomplished through access to a central electronic repository. However, when interpretive context is moderately shared, or the knowledge exchanged is less explicit, or the community is loosely affiliated, then more interactive modes such as electronic mail or discussion databases are appropriate. When context is not well shared and knowledge is primarily tacit, communication and narrated experience is best supported with the richest and most interactive modes such as video conferencing or face-to-face conversation.
Our team thought that the information technology infrastructure should provide a seamless "pipeline" for the flow of explicit knowledge through the 4 stages of the refining process to enable
1. Capturing knowledge,
2. Defining, storing, categorizing, indexing and linking digital objects corresponding to knowledge units,
3. Searching for ('pulling') and subscribing to ('pushing') relevant content,
4. Presenting content with sufficient flexibility to render it meaningful and applicable across multiple contexts of use.
Information technologies such as the World Wide Web offers a potentially useful environment within which to build a multimedia repository for rich, explicit knowledge. Input is captured by forms for assigning various labels, categories, and indices to each unit of knowledge. The structure is flexible enough to create knowledge units, indexed and linked using categories that reflect the structure of the contextual knowledge and the content of factual knowledge of the organization, displayed as flexible subsets via dynamically customizable views.
The nature of the benefits from managing explicit knowledge depends on the type of application. Electronic publishing and other low interactivity, high-structure applications tend to provide a significant cost saving or increased efficiency.
In real world business, the actual problems can view how they were actually dealt with at the time. And formal training can take place in the working field, giving the staff the ability to directly apply or integrate the training materials with their own day-to-day problems. In this way, those materials become more relevant and interwoven into the tacit experience and the learning more meaningful and lasting. By integrating the interactive, emergent forums with the structured content and distribution of formal training, a continual cycle of knowledge creation and application can be created. Tacit knowledge is made explicit via the forums, formally transferred via distance learning, and tacitly reapplied. That new tacit knowledge is now available for sharing with others via the same cycle. At each turn of the cycle, the knowledge of the organization increases, providing potentially greater competitive advantage.
To summarize these findings, organizations that managed knowledge effectively understood their strategic knowledge requirements, devised a knowledge strategy appropriate to the firm's business strategy and implemented an organizational and technical architecture appropriate to the knowledge processing needs of the organization; enabling them to apply maximum effort and commitment to creating, explicating, sharing, applying, and improving their knowledge.
While some view knowledge management as merely the current business fad, knowledge lies at the essence of humans as individuals and collectivities. Respecting the role of knowledge and learning may be the most effective approach to building a solid and enduring competitive foundation for business organizations. Firms can derive significant benefits from consciously, proactively and aggressively managing their explicit and explicable knowledge. Doing this in a coherent manner requires aligning the firm's organizational and technical resources and capabilities with its knowledge strategy. It requires mapping the firm's organizational and technical capabilities and constraints to its knowledge processing requirements. It may require significant organizational and technical interventions. The knowledge management architecture provides a framework for guiding this important effort.
According to our team discuss about knowledge management, we found that a common weakness in knowledge management programs is the overemphasis on information technology at the expense of well-defined knowledge management roles and responsibilities. Wave Rider typically does not address either knowledge management or the cross-functional, cross-organizational process by which knowledge is created, shared and applied.
First, knowledge management, as a cross-organizational process, should be comprehensively 'owned' and managed, and full-time responsibility assigned for an organization's knowledge management architecture. Organizations are creating a Chief Knowledge Officer role to handle this responsibility. Many organizations also cluster those responsible for knowledge management into knowledge or expertise centers, each being responsible for a particular body of knowledge. Their responsibilities typically include championing knowledge management, educating the organization, knowledge mapping, and integrating the organizational and technological resources comprising the knowledge management architecture.
Additionally, explicit responsibility should be assigned for each stage of the refinery and the interfaces between them. Assigning responsibility for the seamless movement of knowledge from acquisition through use, as well as the interfaces between these stages, will help ensure that knowledge repositories will be meaningfully created and effectively used.
During preparing our group presentation, we found that the ultimate goal of Knowledge Management is to improve an organization's effectiveness by leveraging three core-learning processes in a smart and lasting way. Firstly, we need learning from success and failure, at the individual, team or organization level. Secondly, learning from each other, both from co-located colleagues as well as colleagues who might be located at a further distance (geographical, functional) Thirdly, learning from 'outside in', from partners, suppliers, customers and even competitors.
Furthermore, organization should understand how these learning processes could fit into the overall business strategy and on which knowledge areas are most important to focus.
The benefits of Knowledge Management should ultimately be demonstrated in the key performance indicators of the organization.
There can be many obstacles for successful Knowledge Management initiatives. These include the lack of 'Buy in' of employees, non-performing IT- infrastructures, cultural barriers and many others.
Our experiences demonstrate that the major keys to successful KM programmes are
1. Have to: Consistent and clear focus based on company strategies and relevant business drivers.
2. Can do: Effective enablers focused on the empowerment of employees
3. Want to: Effective change management focused on employee participate.
These also could implement to Wave Rider' improvement
This week I was lucky enough to have the Knowledge management and asset management together helping to guide Wave Rider. The Knowledge management and Asset Management are crucial parts in management. Firstly, for many organizations, they just have no enough thinking on these aspects.