Defining Knowledge
Management
Module 1
Conceptual Progression of Data to Knowledge
CONTEXT
INDEPENDENCE Wisdom
Understanding Principles
Knowledge
Understanding Patterns
Information
Understanding Relations
DATA UNDERSTANDING
If information is processed, it has the potential for becoming
knowledge.
Information is further processed when one finds a pattern
relation existing among data and information.
When one is able to realize and understand the patterns and
their implications, then this collection of data and information
becomes knowledge.
Information is context dependent while knowledge has the
tendency to create its own context.
In general, the patterns representing knowledge have a
tendency to be self-contextualizing ; patterns which represent
knowledge have a characteristic of being complete – a
feature that mere information does not contain.
Patterns are dynamic & they are constantly changing. But
when these patterns are fully understood, there is a high level
of predictability and reliability as to how the patterns will
change or evolve over time.
Types of Knowledge
1. Tacit knowledge
knowledge stored in the brain of a person (personal)
can be accumulated through studies and experiences
can be developed through human interactions
grows through the practice of trial and error and the
experience of success and failure
Characteristics of Tacit Knowledge
Difficult to formalize,
Context Specific Subjective
record or articulate
Tacit knowledge is highly individualized, the degree and facility by which it
can be shared depends to a great extent on the ability and willingness of
the person possessing it to convey it to others
Types of Knowledge
2. Explicit knowledge
contained in documents or other forms of storage other than
the human brain (codified)
can be stored or imbedded in facilities, products, processes,
services, e-mail, systems, websites and the like
include knowledge assets such as reports, memos, business
plans, drawings, patents, trademarks, customer lists,
methodologies, and the like
knowledge assets are stored with the help of computers and
information technology
Interaction between Types of Knowledge
“Personal knowledge can become organizational knowledge
through the dynamic interaction between tacit knowledge and
explicit knowledge. This dynamic process is the essence of
knowledge creation in an organization. This interaction between
the two types of knowledge brings about what is called the four
modes of knowledge conversion (Nonaka 1996).”
Spiral of Organizational Knowledge Creation
To tacit knowledge To explicit knowledge
From tacit knowledge Socialization Externalization
From explicit knowledge Internalization Combination
Socialization is a process of creating common tacit knowledge through shared
experiences.
Externalization is a process of articulating tacit knowledge into such explicit
knowledge as concepts and/or diagrams.
Combination is a process of assembling new and existing explicit knowledge into a
systemic knowledge.
Internalization is a process of embodying explicit knowledge into tacit knowledge
or an individual’s know-how or operational knowledge.
What is Knowledge Management?
KM is the process through which organizations generate value
from their intellectual and knowledge - based assets
KM is concerned with the process of identifying, acquiring,
distributing and maintaining knowledge that is essential to the
organization
What is Knowledge Management?
Results-oriented “To have the right knowledge at the right place, at the right
definition time in the right format.”
Process-oriented “The systematic management of process by which knowledge
definition is identified, created, gathered, shared and applied.”
Technology “Business intelligence + collaboration + search engines +
oriented intelligent agents.”
Aspects of Knowledge Management
A. Information Management
B. People Management
A. Information Management (IM)
this term is associated with the management of knowledge related to
objects that are identified and handled by information systems
practice of IM developed and became widely accepted when
executives realized that information was an important corporate
resource that could and should be managed to improve the
company’s competitiveness
Consequences of the growth in the practice of IM : information
analysis and information planning
B. People Information Management (PM)
this involves the management of tacit knowledge that resides inside
the heads of people
it entails managing the knowledge that exists alongside
organizational processes involving a complex set of dynamic skills,
know-how and other knowledge-related capabilities
To effectively manage people following essentials should be
considered: cultural & social values, attitudes & aspirations, and likes
& dislikes.
Side Notes:
Both aspects of knowledge management embody two
immediate concerns:
(a)to make organizational knowledge more productive; and
(b)to produce benefits that are significantly greater than those
envisioned
Pillars of Knowledge Management
1. management and organization
2. infrastructure
3. people and culture
4. content management systems
A. Management and Organization
Commitment is absolutely essential to the success of any KM initiative.
Without commitment, KM initiatives are bound to fail.
Sustained efforts to manage knowledge must permeate the entire
organization, from the head of the organization down to the rank and file.
It is also essential that managers promote appropriate behaviors among
employees by setting the example.
B. Infrastructure
An adequate ICT infrastructure is needed in order to better create,
organize, share and apply knowledge.
Basic infrastructure may include; a portal, a virtual workplace or an e-mail
environment
Three principal technology infrastructures:
needed to organize content
technology infrastructure needed to search information
needed to locate appropriate expertise
C. People and Culture
Success of a knowledge management system depends on many factors,
and among the most important is the efficient management of people
and culture within the organization.
“The knowledge management process within an organization must take
into account not only the processes and material resources but, more
importantly, the people by whom knowledge is generated. This is what is
known as the “people and culture” enabler in knowledge management.”
People and culture as an enabler of KM requires 3
important elements:
a. the redefinition of This determines the manner by which decision is made as well as
organizational the accountability for material and human processes and
structure resources.
b. the corresponding Includes acquiring (recruitment), enabling (training), evaluating
human resource (performance measurement), developing (career management)
practices and rewarding (compensation) the knowledge workers.
c. a consistent For this 3rd element to flourish it is important to create a climate of
organizational culture trust and an environment of openness where continuing learning
and experimentation are valued, appreciated and supported by
everyone in the organization
D. Content Management Systems
Include information assets both internal and external and systems that
support the creation and administration of digital information.
Also include some concepts of workflow for target users which define how
content is to be routed around the system
To ensure proper KM functioning following should be considered:
1. programs for managing the content of web sites should be
developed and implemented
2. the roles and responsibilities for maintaining and updating content
should be clearly delineated
3. there should also be a way to allow “authors” or “contributors” to
provide new content in the form of articles
Measuring Knowledge Management
One of the most difficult challenges in measuring the results of KM is the
assessment of the real value of knowledge assets, in particular tacit
knowledge - time-specific as well as context-specific
The challenge lies in the fact that tacit knowledge does not always lead
directly to a useful application or a marketable product. Often it has only an
indirect impact on the organization’s effectiveness through the creation of
better approaches or more effective work responses.
Since it is difficult to trace the indirect impact of knowledge accurately, top
management preoccupied with numbers and clear facts is not always
willing to allocate a budget for investment in knowledge management
Measuring Knowledge Management
The most successful way to measure knowledge sharing is to trace the flow
of knowledge among employees.
Customer satisfaction levels can be measured through surveys and
feedback mechanisms. Although these measurements are simplification of
what in reality is happening, they are, nevertheless, valuable proxies that
contribute to providing a better understanding of knowledge flows, in
particular, and knowledge management
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