Sesi 03 km models

KNOWLEDGE

MANAGEMENT

MODELS

CHAPTER 3

Kimiz Dalkir

2005

BASIC PARADIGMS

Knowledge is subjective, complex, and dynamic

It need a holistic KM approach

Need a measurement tools to assess the implementation

progress

Knowledge should drive innovation on product, service, &

systems

15 September 2013 KM 2013 - TELKOM University 2

BASIC PARADIGMS

15 September 2013 KM 2013 - TELKOM University

DATA

INFORMATION

KNOWLEDGE

3

BASIC PARADIGMS

3 types of content to managed ;

Combination of experience, value, contextual information, &

expert point of view, as an evaluation foundation to produce

new experience and information - knowledge

Message in the form of document and audio visual -

information

A collection of objectives fact on an event - data


BASIC PARADIGMS

Davenport & Prusak, 1998 knowledge creation take

place between & within human

Nonaka & Takeuchi, 1995 knowledge is a dynamic

human process of justifying personal belief toward the truth

Polanyi, 1966 tacit is a personal way of knowledge

construction, affected by emotions

80/20 rules (80% tacit & 20% explicit)

Most of our knowledge reside in the mind of the knowers


BASIC PARADIGMS

EXPLICIT Knowledge

Codified (arrange in a systematic code)

Formally expressed

Easy to be acquired, shared, stored, distributed

Book, audio video, graph, images, database

Stated using words and algorithm (set of rules to follow)

Contain a little/small knowledge


BASIC PARADIGMS

TACIT Knowledge

Difficult to understand

Difficult to communicate

Difficult to translate or abstract

Personally

Root of all knowledge


BASIC PARADIGMS

15 September 2013 KM 2013 - TELKOM University

TACIT EXPLICIT TACIT

8

KM MODELS


KM Models are the approaches which used by the

organisation to collect, store, analyze, and use knowledge

to build the advantages over their competitors.

KM MODELS


Choo – Sense making model (1998)

Von Krogh & Roos – Organizational Epistemology model (1995)

• Epistemology investigation of what distinguish justified belief from opinion

Nonaka & Takeuchi - Knowledge spiral model (1995)

Wiig – Build & Use Knowledge (1993)

Boisot – I-Space model (1998)

KM MODELS – The Reason

Implemented and field tested with respect to reliability & validity

Reviewed, critiqued, and discussed extensively in the KM literature, by practitioners, academics, and researchers.

Represent a holistic approach to knowledge management (comprehensive and take into consideration people, process, organization, & technology

dimensions).


Von KROGH & ROOS

Model of Organizational Epistemology

Membedakan antara pengetahuan individu dan sosial

odel yang mempelajari pengetahuan dari asal, dasar, sifat

& jenis pengetahuan

No knowledge without knower

Ada hubungan antara objek pengetahuan dengan orang

yang memiliki pengetahuan (experts, experience user)

Cognitive perspective indicate that a cognitive system

(human brain or computer) creates representation (model)

of reality, & learning occurs when it manipulated


Van KROGH & ROOS

The cognitive epistemology approach

View organizational knowledge as self-organizing system

Human transparent from outside information

The brain is a machine based on logic and deduction

Organization pick up or search information from environment


Van KROGH & ROOS

The connectionist approach

Knowledge is wholeness (brain is not sequentially process)

Information generated from environment & internally (thru

familiarity/practice)

Knowledge reside in the mind of individual & in the connection

between the individuals

Unbreakable bond between knowledge & those who absorb &

make use of them


Van KROGH & ROOS

Factor that prevent the successful KM ; (p.51)

Mind-set of individual

Communication in organization

Organizational structure

Relationship between member

Management of human resources (knowers)

Knowledge Enabling

Organization activities that positively acknowledge the

knowledge creation


Van KROGH & ROOS

The Illustration


NONAKA & TAKEUCHI

Knowledge Spiral Model

Knowledge forms, sharing, diffusion of knowledge needed

to create or produce innovation

Study of japanese company key success in innovation base

on tacit approach

One-ness of humanity, nature, mind, body, self, other

Individual involvement with object thru self-involvement &

commitment to create knowledge


NONAKA & TAKEUCHI

Knowledge creation process

Begin with individual, personnal, & private knowledge

(researcher, manager, worker)

Translate into valuable, public, organizational knowledge

Continuously and occurs at all level in organization

In many cases, happen in unexpected & unplanned way


NONAKA & TAKEUCHI

The creation of knowledge consist of social process between individual in which knowledge transformation is not simply unidirectional, but interactive & spiral

Tacit, complex knowledge, developed and internalized by the knower over a long period of time,

• Almost impossible to reproduce in a document or a database.

• Terdiri dari rangkuman, paduan, dan koleksi pengetahuan yang melekat pada diri individu (Davenport & Prusack, 1998)


NONAKA & TAKEUCHI

Tacit tacit ; process of

socialization

Tacit Explicit ;

externalization

Explicit Explicit ;

combination

Explicit Tacit ;

internalization


NONAKA & TAKEUCHI


NONAKA & TAKEUCHI

Socialization

Sharing knowledge thru social interaction

Discussion, exchange of thought, mentoring

Informal way (in a coffee shop, paking lot)

Rarely capture or written formally (remain tacit)

Easy & effective but limited way to create & share

knowledge

Example ; knowledge day, brainstorming activitiy


READ THE EXAMPLE IN THE TEXTBOOK – PAGES 54

NONAKA & TAKEUCHI

Externalization

Convert tacit to explicit (visible form of tacit)

Need an intermediary to transform knowledge

Taped, recorded, written, drawn, made tangible

Need someone (something) that can interprete, extract, synthesize

the idea into a concrete way (format, length, detail)

Once the knowledge materialize, the scope increased

Tangible

Wider audience can use, understand, & apply it

Easily share & leveraged

Example ; journalist


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NONAKA & TAKEUCHI

Combination

Combine pieces of explicit knowlegde into new form

Trend analysis, executive summary, review, new database

No new knowledge, just combining, complement

Concept are sorted & systematized

Example : preparing lecture material



NONAKA & TAKEUCHI

Internalization

Diffusing & embedding newly acquired behaviour

Learning by doing

Convert or integrate shared or individual experiences into

other individual mental model

Broaden, extend, reframe within their tacit base

Understand & learn from experiences, best practise

People, then do the job differently

Example : pool of customer complain & how to handling it



NONAKA & TAKEUCHI

Knowledge Spiral

Knowledge creation is a dynamic & continous interaction

between tacit & explicit

Show how organization articulate, organize, & systematize

individual tacit knowledge

Continuous activity of knowledge flow, sharing, &

conversion by individual, community, & organization

Using metaphore, model, & analogy in converting tacit

explicit tacit

its strengths is in its simplicity—both in terms of understanding the basic tenets of the model and in terms of

being able to quickly internalize and apply the KM model



NONAKA & TAKEUCHI

• Intention: an organization‘s aspiration to its goals

• Autonomy: individuals act autonomously and involved in cross-functional self-organized teams.

• Fluctuation & Creative Chaos: condition that stimulates the interaction between the organization & the external environment

• Redundancy: existence of information that goes beyond the immediate operational requirements of organizational members;

• Requisite Variety: internal diversity to match the variety and complexity of the environment, and to provide everyone in the organization with the fastest access to the broadest variety of necessary information

Enabling condition for

organizational knowledge

creation


NONAKA & TAKEUCHI

CHOO MODEL

Sense Making Model

Stress on the importance of sense–making, knowledge

creation, & decision making

Focus on how information elements are selected and

subsequently fed into organizational actions


CHOO MODEL


CHOO MODEL

Sense Making

Identify priorities & filter the information

Construct interpretations by exchange & negotiate

information (within oneself)

Combine with previous experience


CHOO MODEL

Sense making consist of 4 integrated process (Weick, 2001)

Ecological change (environtment)

Enactment (construct, rearrange, clarify, single out)

Selection (interpret & rationale changes)

Retention (provide the organization with new experiences)


CHOO MODEL

Knowledge creating

Viewed as the transformation of personal knowledge between

individuals through dialogue, discourse, sharing, & storytelling.

Directed by a knowledge vision of ―as is‖ (current situation) & ―to

be‖ (future, desired state).

Widens the spectrum of potential choices in decision making by

providing new knowledge & new competencies.

Feeds the decision-making process with innovative strategies that

extend the organization‘s capability to make informed, rational

decisions.


CHOO MODEL

Decision making

Situated in rational decision-making models that are used to

identify and evaluate alternatives by processing the information

and knowledge collected to date.

Bounded rationality characterized by individual use of limited

information analysis, evaluation and processing, shortcuts and

rules of thumb (sometimes called heuristics), and ―satisficing‖

behavior, which means it may not be fully optimized but it is good

enough.

The strength of Choo KM model is the holistic treatment of key KM cycle processes extending to

organizational decision making, which is often lacking in other theoretical KM approaches. This makes the

Choo model one of the more ―realistic‖ or feasible models of KM, for the model represents organizational

actions with ―high fidelity


AUDIENCE PARTICIPATION

Think for a while

Pick one of many important experiences in Ur life which

require your decision making skills

What did you do

How did you think it over

What is the reason for Ur decision

How that decision affect Ur life afterward

Is it the right or wrong decision?

What you learned from the situation

Do U think it‘s worth to share as an valuable experience


WIIG MODEL

In order to be useful & valuable, knowledge must be

organized, depending on what will the knowledge use for

Dimensions in Wiig model

Completeness - knowledge sources relevance & existance

Connectedness – relations between different knowledge object

Congruency – consistency between knowledge object (no

inconsistency, no misunderstanding), facts, concepts,

perspectives, values, judgments

Perspective & purpose – know something using dual dimension

(purpose & perspective) to organize knowledge

Using semantic network to represent different perspective

of the same knowledge content



WIIG MODEL

WIIG MODEL

Three level of knowledge

Public – explicit (book, cd, public information)

Shared expertise – held by knower & share at work

Personal – tacit, most complete from, unconciously use in daily

life

Four types of knowledge

Factual – data, measurement

Conceptual – concept & perspective

Expectational – hypothesis, judgement

Methodological - reasoning, strategies, dec. making



WIIG MODEL


WIIG MODEL


WIIG MODEL

BOISOT I-SPACE MODEL

Information Space Model

Knowledge concept of an ‗information good‘

What an observer extract from data, based on their expectation

or prior knowledge

Effective knowledge sharing require sender & receiver to

share context & coding scheme

Propose 2 key points

More easily data can be structured & converted into information,

more diffusible

Less data that has been so structured requires a shared context

for its diffusion, the more diffusible it becomes



I-Space Model

Data is structured & understood thru codification &

abstraction

Codification

Arrange into a systematic code

Creation of content categories

More categories, less abstract

Needs a shared context for its interpretation & implies face-to-

face interaction and spatial proximity (socialization)



I-Space Model

Visualized in 3 dimensions

Codified – uncodified

• Link to categorization & classification

Abstract – concrete

• Link to knowledge creation thru analysis & understanding

Diffused – undiffused

• Link to information access & transfer




Social Learning Cycle

Scanning

Problem solving

Abstraction

Diffusion

Absorption

Impacting

Jelaskan pengertian dari masing2 siklus pembelajaran sosial

tersebut.


COMPLEX ADAPTIVE SYSTEM

Viable System Model

View the organization as an intelligence complex adaptive

system

A system which can adapt intelligently

Consist of many independent agents that interact with one

another

Their combined behaviour gives rises to complex adaptive

phenomena

Self-organize, no overall authority that direct how the

independent agent act



Organization that

Composed of a large number of self-organizing component,

Seeks to maximize its own specific goals

Operate according to the rule & contect of relationships with other

component & external world

Take from environment, transform it into higher value outputs



Key process in ICAS model

Understanding

Creating new ideas

Solving problems

Making decisions

Take action to achieve desired results

Emphasize on individual knowledge worker with their

competency, capacity, & learning

Leverage thru multiple networks



8 emergent characteristic

1. Organizational intelligent

2. Shared purpose

3. Selectivity

4. Optimum complexity

5. Permeable boundaries

6. Knowledge centricity

7. Flow

8. Multidimensionality



The emergent characteristic

Result of nonlinear interactions, synergitic interaction, &

self-organizing system

Serve to endow the organizations with internal capability to

deal with the future unanticipated environment yet to be

encountered



CONCLUSION

KM encompass data, information, & knowledge (tacit &

explicit)

Model Krogh & Roos used organizational epistemology

approach & emphasize that knowledge resides in the mind

of individual and in relation with others

Nonaka & Takeuchi focus on knowledge spiral that explain

the transformation of tacit into explicit, then back again to

tacit as the basis of innovation & learning

Choo & Weick‘s sense making approach focus on how

information element fed into organization thru sense

making, knowledge creating, & decision making


CONCLUSION

Wiig model based on principle in order to be useful &

valuable, knowledge must organize thru semantic network,

that is connected, congruent, & complete, and that has

perspective & purpose

ICAS view organization as a living entity concern with

independent existence & survival


SUMBER INFORMASI

http://www.eknowledgecenter.com/articles/1010/1010.htm

http://www.ahg.com/absolutely%20knowledge%20management%20s

ystem.htm

http://www.prescientdigital.com/articles/content-management/content-

management-in-a-knowledge-management-context/

http://www.lc-stars.com/knowledge.html

http://peterpaulperez.wordpress.com/2011/04/18/knowledge-

management-in-the-call-center-industry/

http://www.ugc.edu.hk/tlqpr01/site/abstracts/098_hui.htm

http://www.ilo.org/public/english/employment/mifacility/activities/knowl

edge.htm


http://www.eknowledgecenter.com/articles/1010/1010.htm

http://www.ahg.com/absolutely knowledge management system.htm

http://www.ahg.com/absolutely knowledge management system.htm

http://www.prescientdigital.com/articles/content-management/content-management-in-a-knowledge-management-context/


















http://peterpaulperez.wordpress.com/2011/04/18/knowledge-management-in-the-call-center-industry/













http://www.ugc.edu.hk/tlqpr01/site/abstracts/098_hui.htm

http://www.ilo.org/public/english/employment/mifacility/activities/knowledge.htm

http://www.ilo.org/public/english/employment/mifacility/activities/knowledge.htm

http://www.hcklab.org/research/knowledgemanagement/tacit-explicit-

knowledge.htm

http://www.cognitivedesignsolutions.com/KM/ExplicitTacit.htm

http://serbaserbikm.blogspot.com/2010/07/2-macam-tipe-knowledge-

yaitu.html

http://www.systems-thinking.org/kmbh/kmbh.htm

http://www.kmnetwork.com/WhatIsKM.html


http://www.hcklab.org/research/knowledgemanagement/tacit-explicit-knowledge.htm





http://www.cognitivedesignsolutions.com/KM/ExplicitTacit.htm

http://serbaserbikm.blogspot.com/2010/07/2-macam-tipe-knowledge-yaitu.html












http://www.kmnetwork.com/WhatIsKM.html

DRESSED 4 SUCCESS

Conduct a brief review after every class.

Complete the assigment on time.

Prepare and conduct the presentation seriously

Pay full attention about what the class discussed

Make notes to help understand the lecture.

Read & understand the main references/books

Look for the other lecture materials from other class

Keep 100% attendance


Date post:	01-Nov-2014
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Sesi 03 km models

Education