Knowledge Management - Practice Orientation -Process orientation - Communities Practice
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Transcript of Knowledge Management - Practice Orientation -Process orientation - Communities Practice
Knowledge Management
- Practice Orientation-Process orientation
- Communities Practice
Paul R Gamble & John Blackwell
Ida Kurniati
The purpose of knowledge management is to provide a guide to productive and sound decision making which then forms the basis of action
Data
Information
Knowledge
Wisdom
Meeting Customer need• Member of organization must understand how his of her work
contribute to fulfilling costumer needs• How products and services provide costumer values
Process• Each person must understand how his or her work relates to the
work of others• Higher quality and lower cost
The body of knowledge• Each person must understand to varying degrees, something
about the subject matter with which members of the enterprise deal.
Commercial Environment3 concern areas
Knowledge chaotic
• The organization is unaware of the importance if the achievement and its goal
Knowledge aware
• Recognize the need of management
Knowledge enable
• The actions taken in steps slowly
Knowledge managed
• The framework of procedures and tools are discover
Knowledge Centric
• Demonstrate sustainable competitive advantage
The same people that failed TQM will fail knowledge management
3 fundamental questions1. What do you know?2. What do you need to know?3. What is the best way of getting it?
How to Institutionalize Best Practice
Knowledge management focuses on core business process
- core process - add value more effectively
Process Orientation
The capture of good quality management from external to internal sources
A method of codifying that knowledge is devised, knowledge is classified, and valued
A means of giving access to the knowledge then has to be created
Knowledge is used, there has to be a cultural of searching out and personally important available knowledge
The feedback loop has to be completed as the knowledge worker adds value existing knowledge by amending it through use
When knowledge has outlived its usefulness it must be removed from the knowledge base
The life Cycle of Knowledge Management
1. Recognize different types of knowledge◦ Static knowledge; database◦ Dynamic knowledge◦ Declarative knowledge: knowing that◦ Procedural knowledge: knowing how◦ Knowledge that is abstract◦ Knowledge that is specific
2. Recognize that there are different types of expert3. Recognize that there are different ways of representing;
reports, manual, computer data base, etc.4. Recognize different ways of using knowledge;
management take off
Recognize different types of Knowledge
Dynamic knowledge
Declarative, Procedural Knowledge
1. Know what2. Know how3. Know why4. Care why
Knowledge TAKE OFF
Internet and intranet = attraction factor
The internet and intranets
They should be well accepted by the community that has to use them
They should allow and support rich communication in a simple efficient way
They should have a way of conveying emotional overtones, such as opinions and biases
They should support informal communication and multiple ways of expressing ideas and thoughts
Above all, they should not be imposed, they should free “natural”. To give this is a label, the technology should seem “transparent
Technologies support knowledge management should follow characteristics below:
1. Come together voluntarily for shared purpose2. Have members that identify themselves as part of
communities3. Repeatedly engage in activities with other members
and communities4. Have interactions that last for an indeterminate period
of time
Community of Practice (CoP) can be defined as “groups of people who share a concern, a set of problems, or a passion about a topic, and deepen their knowledge and expertise in this area by interacting on an ongoing basis”
COMMUNITY OF PRACTICE
Community of Practice
Successful knowledge management requires a fundamental change in the way most companies do business
Knowledge UsersKnowledge managementCompetency Knowledge managersChief knowledge officers
Embodied to embodied knowledge Embodied to represented knowledge Represented to represented knowledge Represented to embodied knowledge
Knowledge Conversion
Human
capital
Social capit
al
Intellectual
capital
Flexibility Agility Organization’s ability to respond problem,
communities act as filters of ideas Developing human resources
Building Social Capital
Assessment: APQC (INTEGRATING KNOWLEDGE
MANAGEMENT AND ORGANIZATIONAL LEARNING) ◦ Process◦ Financial◦ Employees ◦ Customers◦ Innovation
Culture trust
How to manage