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Intro to Knowledge management
Knowledge audit
Knowledge audit, definition
• “Systematic investigation, examination, verification, measurement and evaluation of explicit and tacit knowledge resources and assets, in order to determine how efficiently and effectively they are used and leveraged by the organisation”
Ann Hylton
Broad aims
• Leveraging the organization’s knowledge• Creating new knowledge or promoting innovation• Increasing collaboration and hence enhancing the
skill level of employees
Knowledge audit: form
• A review of the organization’s knowledge assets (codified as well as implicit)and associated knowledge management systems
26% 42% 20% 12%
Where Does Corporate Knowledge Reside?
Paper Employee’s Electronic Electronic
Documents Brains Documents Knowledge Base
Knowledge strategies
組織知識的儲存
員工個人的知識儲存
在職員工
鼓勵員工記錄與分享
師徒制
保留具核心知識資源的員工
專家黃頁或知識地圖
離職員工
知識外化
建立人際網路
群組團隊的知識儲存
群組開會記錄
專案的結果報告
群組互動討論板
組織系統的知識儲存
電腦化及自動化
文件管理系統
知識庫
實務社群
Knowledge audit: contents (Liebowitz, p6, p.7)
• Identify what knowledge currently exists in a targeted area
• Identify what knowledge is missing in a targeted area
In a nutshell
• “in order to solve the targeted problem, what knowledge do I have, what knowledge is missing, who needs this knowledge and how will they use the knowledge?”
8
Knowledge Audit ( Liebowitz, p5)
• In order to solve the targeted problem:– what knowledge do we have, – what knowledge is missing, – who needs this knowledge, – and how will we use the knowledge?
Leverage an organization’s knowledge
To identify• Information glut or scarcity • Lack of awareness of knowledge elsewhere in the
organization • Significant “reinventing the wheel”• Not knowing where to go for expertise in a specific
area• Inability to keep abreast of relevant information• Common use of out-of-date information
11
Knowledge Reuse• Provides for the capture and reapplication of knowledge
artifacts (episodes in memory, stories, relationships, experiences, rules of thumb, and other forms of knowledge acquired by individuals or groups)
• Relies as much on the use of negative experiences, flawed reasoning, or wrong answers as on correct results
Goals of knowledge audit
• what knowledge is needed to support overall organizational goals and individual and team activities.
• gives tangible evidence of the extent to which knowledge is being effectively managed and indicates where improvements are needed.
• explains how knowledge moves around in, and is used by, that organization.
• provides a map of what knowledge exists in the organization and where it exists, revealing both gaps and duplication.
• provides an inventory of knowledge assets, allowing them to become more visible and therefore more measurable and accountable.
More concrete objectives
• Attain and preserve knowledge required to perform the organization’s critical processes & tasks
– Knowledge reuse– Organizational learning
• Study the knowledge sharing “climate” (e.g. social capital or other institutional infrastructure/norms, tools, leadership…)
• Study and develop a deeper understanding of existing communities (groups that share resources, provide support and show reciprocity)
• Develop a KM strategies according to your findings – Strategy: a plan of action designed to achieve a particular goal
KM strategy
I know I don’t know
I know I know “I know” I know “ I don’t know”
I don’t know I don’t know “I know” I don’t know “I don’t know”
Self aware
In reality
Unknown unknowns
• Reports that say that something hasn't happened are always interesting to me, because as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns - the ones we don't know we don't know.
Former U.S. Secretary of Defense Donald Rumsfeld
Types of knowledge existing and missing
• 1. Essential to business performance• 2. Essential for the company’s competitive
advantage• 3. Important for leading to innovations and
new business areas in the future• 4. Outdated and no longer useful
KnowledgeManagement
Socialcapital
Humancapital
Structuralcapital
KnowledgeManagement
Socialcapital
Humancapital
Structuralcapital
Today’s intellectual
capital
Organizational
learning
Future intellectual
capital
Fig. Intellectual capital grows with use
Deliverables of a Knowledge audit
• - A list of knowledge items (K-needs & current K-assets) in the form of spreadsheets
• - A knowledge network map which shows the flow of knowledge items
• - A social network map that reveals the interaction among staff on knowledge sharing
• These deliverables will help an organization in identifying the gap between “what is” at present and “what should be” in the future from a KM perspective.
Managing Explicit knowledge
• Assemble it• Validate it• As much as possible, standardize and simplify it • Keep it up to date• Leverage it • Make sure everyone who needs it know that it exists, where
to get it, and how to use it. • Automate and accelerate the processes of retrieving and
applying it• Add to it • Sue any bastard who steals it
Questions asked, Liebowitz, p.4• 1. Business concept (公司部門的業務 )
– Task analysis • 2.Enterprise know-how(如何利用、創造知識 )
– Contents (types of knowledge) and sources • Task decomposition
– Forms (implicit vs. explicit)/Wasko and Faraj (last page)
• 3.Knowledge workers(小組工作的情形、如何進行在職訓練、是否人盡其才 )
• 4.Knowledge mediated through IT(如何使用,僅處理資料或有管理知識 )
• 5.Organizational culture and design(whether the organizational design and culture impede or enhance innovation and knowledge sharing)
Task analysis
• Task complexity – Lin, p.294– Lin, p.525
• Information environment – Lin, p. 521
Where does knowledge reside?
• Knowledge as object• Knowledge embedded in people• Knowledge embedded in community
– Collective knowledge
Knowledge spiral
• Find cases, stories that demonstrate knowledge spiral theory•
Collective knowledge
• The accumulated knowledge of the organization stored in its rules, procedures, routines and shared norms which guide the problem-solving activities and patterns of interaction among its members.
Knowledge audit procedures1. Task analysis
2. Identify what knowledge exists (Liebowitz, p. 6)• Identify explicit knowledge (e.g. snapshots of corporate information)• Identify tacit knowledge pools• Conversions between explicit and implicit knowledge (knowledge
spiral)
3. Identify where that knowledge resides• Paper records, • local gurus who possesses what sorts of knowledge, (e.g. Mavens,
Connectors, Salespersons in the social networks)• Map knowledge processes (way it is captured, shared, used & saved)
Knowledge audit cont.
4. Identify what knowledge is missing (Liebowitz, p. 7)• Assess corporate objectives, skills, competencies against best
practices• Perform a gap analysis - who needs the knowledge & why
5. Report and recommend suggestions for improvement
Tasks analysis
• identifying the worker’s key decision making areas and tasks, and drills down to evaluate the types, level, and location of info and Knowledge required to support those decisions
• To understand, in great detail, which knowledge is present and its role
Final project
• For this project, each group will conduct a knowledge audit for an organization (loosely defined here, it can be an unit or a team created to perform a certain set of functions or tackle specific problems). To complete the project, follow the following steps:
Task analysis
• Analyze the unit's task and information environments Decide your unit of analysis: is it task based, team/group based, or institution based? +Provide the institutional context within which the organization/unit operates. +What are the objectives of the organization? +What is the nature of its tasks? (e.g. in terms of complexity, duration, uncertainty, mutual dependence...etc. +What kinds of knowledge is needed to achieve its objectives? And through what channels are the knowledge acquired and shared?
• a. Analyze the unit's task and information environmentsDecide your unit of analysis: is it task based, team/group based, or institution based.Provide the institutional context within which the organization/unit operates. What are the objectives of the organization?What is the nature of its tasks? (e.g. in terms of complexity, change of pace uncertainty, mutual dependence...etc.) What kinds of knowledge is needed to achieve its objectives? And through what channels are the knowledge acquired and shared?
Analysing tasks, activities, functions, outputs and outcomes of an organisation or of a particular area of an organisation and understanding the dependencies that exist.
TASK
TASK
TASK
TASK
TASK
TASK
TASK
TASK
TASK
What are the benefits?
Enables a common language across agencies
Assists you to decompose outcomes
Draws an explicit link between activities you undertake with the outcome being delivered
Identifies efficiencies, deficiencies and implications
Functions are the largest unit of business activity.
They represent major responsibilities that are managed by an organisation/area.
Activities are the major tasks which support and assist in achieving the work function.
An outcome is the end result derived from the output.
Tasks are the lowest level of effort they breakdown the activities.
A cluster of tasks may often seem unrelated.
Tasks can exist in several clusters at the same time.
TASK
TASK
TASK
ACTIVITY
ACTIVITY
ACTIVITY
ACTIVITY
ACTIVITY
ACTIVITY
FUNCTION
FUNCTION
OUTPUT OUTCOME
An output is the deliverable from the function/s.
Task analysis: maximising the re-sale value of a car TASKS ACTIVITIES FUNCTIONS OUTPUTS OUTCOMES
Change oil and water
Check air in tyres
Replace worn tyres
Replace headlight bulb
>
> Clean the car
Replace faulty or worn
parts
>
>
>>
Service the car
Maintenance
Presentation
>
>Speedometer Cable
A car that is:
Well maintained;
well presented; and
mechanically sound
Car re-sale value is maximised
Change spark plugs
Clean windows
Wash wheels
Vacuum interior
Polish paintwork
Identify what knowledge currently exists in a targeted area
• b. Identify the locations where the knowledge resides in the unit (See, for example, Wasko & Faraj, 2000).– Concepts
• Prepare a taxonomy or map of the kinds of knowledge needed, and present it visually using ConcepMap or other concept mapping tools.
– Stories • Apply the spiral of knowledge theory by Takeuchi &
Nonaka (1995), see if you could elicit one or two stories or anecdotes that demonstrate the dynamics between implicit and explicit knowledge within the unit.
Knowledge as object Knowledge embedded in people
Knowledge embedded inCommunity
Definition of knowledge Justified true belief That which is known The social practice of knowing
Organizational knowledge Contents of organizational memory including documents and electronic databases
Sum of individual knowledge Knowledge existing in the form of routines and shared languages, narratives and codes
Technologies that support exchange (decision integration)
Knowledge repositories andintelligent search agents
E-mail, phone, knowledge maps, and directories
Discussion groups, listservs,chat rooms, white boards
Assumptions and design implications
Knowledge is codified and becomes a structural asset of the firm
Knowledge exists in the minds of people and is difficult to share
Knowledge develops in thecontext of a community
Knowledge is decontextualized
Requires identification ofexperts and interaction for the transfer of tacit knowledge.
Members immersed in knowledge flows.
Assumes new knowledgecreation occurs from increased access to codified knowledge
Potential information overload for experts
Leverages people's desire to participate in a community
Knowledge must be considered a public good
Knowledge ownership Organization Individual Community
Motivations for exchange Self-interest Self-interest Moral obligation
Promotion of knowledge exchange
Extrinsic and financial rewards
Reputation, status, obligation Generalized reciprocity, self-actualization, access toCommunity
Wasko & Faraj, 2000
Diagnosis
• c. Identify the specific KM methods that are currently in use, comment on their strengths and weaknesses. Specifically, report the role of IT plays in KM.
• d. develop a knowledge strategy for your organization – Identify what knowledge is missing in a targeted area
Social network analysis
• e. Trace the knowledge flow (optional).Conduct a social network analysis of the informal network within the organization.
Recommendations
• f. Make recommendation to KM activities. Based on your analysis, recommend management tools or strategies that you believe will help achieve its objectives more effectively.
Corporate portal
• g. Design a corporate portal using Joomla or other Content Management Systems (CMS) tailored to the needs of its user communities. g. Write a report (10 to 14 pages) and prepare for an oral presentation (20 minutes) for your project.
Task decompositionOutcome/Deliverables
Types of knowledgeneeded
Internal/external sources/tools
Complexity,uncertainty
Info environment pace
Research Papers;Theses; Presentation; grant proposal; data
Information retrieval;Statistics; Software and programming ; English editing;Social network analysis, bibliometrics
Journal databases; conference ;dropbox; email; Mendely, google scholar, researchgate etc. Weekly meeting
high Fast
Teaching Syllabi; lecturing
Teaching methods; course materials; software
Textbook; search engines; Ceiba; brown bag; workshop
High/medium
Relatively fast
Service Journal editing, reviewing, networking
Reviewer selection; review process
Submission/reviewing system;
Medium Relatively stable
Hot spots
• Gratton, L. (2010). Hot Spots: Why Some Teams, Workplaces, and Organization Buzz with Energy-And Others Dont's
• Hot spots = (Cooperative Mindset x Boundary Spanning x Igniting Purpose) x Productive Capacity
Cooperative mindset
• Candidate selection • Encourage team rather than individual performance • Positive executive leadership • Mentoring and coaching • Creation of symbols, stories and language of
cooperation – E.g. givers and takers
• Informal activities and events
Igniting purpose
• Beyond petroleum of BP• Google rules
HOT SPOTS
InnovationThrough novelcombinations
ExplorationThroughsynthesis
ExploitationThrough shared
expertise
Within the group Outside the group
Extent of Boundary Spanning
Acquaintancesand associates
Close friends and Strong relationships
Depth of Relationships
Productive capacity
• The extent to which individuals are competent in the five productive practices:– Appreciating others’ talents– Making commitments/feeling obligated to each
other – Resolving conflicts– Synchronizing time – Establishing a rhythm