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What is Knowledge Management?
Andrew Wall – United Utilities
Adrian Malone – Faithful+Gould
The APM Knowledge SIG
Judy PayneHemdean
Steve SimisterOxford Consulting
Andy WallUnited Utilities
Adrian MaloneFaithful+Gould
Martin FisherWRAP
Katie BallRBS
Philip PammentPRP Architects
The remainder of this presentation is licensed under the Creative Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900, Mountain View, California, 94041, USA.
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These slides are based on an original set prepared by Judy Payne, Director, Hemdean Consulting
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•Knowledge is not the same as information.
•Knowledge can never be captured completely.
•Knowledge management must involve connecting people to people as well as connecting people to information.
•There is no one-size-fits-all recipe for effective knowledge management.
Key Messages
what tools and techniques do you use for managing knowledge?
Your Experiences of Knowledge Management
What is Knowledge Management?
The deadliest sins of knowledge management
Be clear about what you mean
Lesson One
knowledge
data
information
Some Definitions
Explicit and tacit knowledge
Explicit: knowledge that can readily be codified into words and numbers. Easy to share. Difficult to protect.
Tacit: knowledge that is personal and difficult to express. What we don’t know we know. Difficult to share. The most valuable kind of knowledge.
Managing explicit knowledge
Capture and codify as much as you can. Share. Quite easy.
Document management, processes, case studies, lessons learned databases
Managing tacit knowledge
Encourage people to connect, communicate and collaborate. Quite difficult.Communities of practice, conversations, apprenticeships
Why Does This Matter?
Working relationships
Relationship type
State of trustMotivating
forceOutlook Behaviour
Potential outcomes
CollaborativeHighly
investedFor the good of the whole
Synergy ResponsibleBreakthrough
innovation
Co-operativeTransaction
oriented
For successful
project outcomes
Win-Win WillingPreconceived
success
CompetitiveReluctant or
cautiousTo look good
Win within rules
Shrewd Compromise
Adversarial Distrust Not to loseWin at any
costCut-throat Unpredictable
Hattori and Lapidus, 2004
What happens if you don’tmake a distinction between knowledge and information?
The Wheelbarrow Test
Explicit
Things an individual can express (eg concepts, rules, equations)
Things a group can express (eg shared
stories, shared jargon)
TacitIndividual skills, intuition, judgement, etc
Shared understanding of ‘the
way things work around here’
Individual Group
Cook and Brown, 1999
KNOWING(AS ACTION)
Knowledge and knowing
DIKW
data
information
knowledge
wisdom
Data does not create information; information does not create knowledge and knowledge does not create wisdom. People use their knowledge to make sense of data and information. People create information that represents their knowledge, which can then be more widely shared.
Harold Jarche
A working definition of knowledge
Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In organisations, it often becomes embedded not only in documents or repositories but also in organisational routines, processes, practices and norms.
Davenport and Prusak, 1998
Remember both knowledge stocks and knowledge flows
Lesson Two
Project Individual
Organisation
Single project and organisation
Profession
Programmes, portfolios, profession, society…
22
Knowledge flows
Do you focus on knowledge flows or on knowledge stocks?
•Time, trust and territory (Miles, Snow and Miles)
•Hire smart people and let them talk to one another (Davenport and Prusak)
•Shared language
•Think of and acknowledge everyone as a knowledge worker
What helps knowledge to flow?
It’s the environment,
stupid!
Tools and techniques for knowledge flow
Hierarchies
•Relationships mandated•Top-down control•Good for sharing information and managing explicit knowledge
•Tend to be formal•Managed ‘traditionally’
Networks
•Relationships voluntary•Emergent, bottom-up•Good for collaboration, knowledge-sharing, and learning
•Tend to be informal•Managed by letting go
Hierarchies and Networks
Communities of practice
•Long-term development of knowledge
•Leaders establish direction, connect members and facilitate discussions
•Seek to expand the resources and experts available to individuals
•Knowledge stewardship with a view to solving problems that have not yet been discovered
Teams
•Focus on specific time-bound deliverables
•Leaders have authority over members
•Consult peers and experts for help with specific, known problems
•Focus on a given problem – no ongoing responsibility for developing knowledge
McDermott and Archibald, 2010
Communities and Teams
Hierarchies AND networks
Putting It Together
Some Key Principals
•Knowing is a human capability. Knowledge itself can’t be managed
•Collaboration is a pre-requisite for knowledge creation and sharing
•Collaboration is voluntary
•What we can do is create the right environment and provide appropriate tools for people to collaborate and to create and share knowledge.
Stocks and flows
With thanks to Chris Collison for the butterflies metaphor
Final Thoughts
Why collaboration and knowledge are important
Economic era Standardisation Customisation Innovation
Meta-capability Coordination Delegation Collaboration
Business model Market penetration
Market segmentation
Market exploration
Growth driver Learning-curve gains and scaleEconomies
Know-how transfer to newmarkets
Entrepreneurialempowerment
Organisational model
Functional Divisional, matrix, andnetwork
Alliances, spin-offs, andfederations
Key asset Tangible assets Information Knowledge
Miles, Snow and Miles, 2000
Why Knowledge Management Matters
Knowledge and projects
Knowledge is the most valuable of an organisation's intangible assets. Organisations exist to create, integrate and transform knowledge into goods and services.
Projects create a 'portal' through which the knowledge of single or multiple organisations can be accessed and transformed.
Project-based working in its various forms provides a fast and flexible means of organising knowledge resources.
Kogut and Zander 1992; Lampel et al 2008; Sydow et al 2004
KM in Project Environments
Future Events
Tuesday 14th May 2013. Birmingham 18:00-20:30
Where does information management end, and knowledge management begin?
Tuesday 25th June 2013. Warrington 12:00 -18:00
Managing knowledge in a project environment (TBC).