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Knowledge Management
Process Framework
Dr. Gita A Kumta
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Imperatives of Knowledge
Management
Knowledge acquisition
Process of development & creation of
insights, skills and relationships
Knowledge Sharing
Comprises disseminating and making
available what is already known-acollaborative process
Knowledge utilisation
Capability to find knowledge when needed
and be able to use it
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Sharing Knowledge
Helping knowers share what theyknow they know
Identifying and removing the obstacles to
facilitate sharing
Helping knowers articulate andshare what they do not know theyknow
Requires skilled observation, facilitation,
interviewing techniques and ability to codifythe knowledge in a form that many people
can use
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Collaborative Environment
The process ofcreating, sharing andapplying knowledgerequirescollaboration
Collaborative Activities- brainstorming sessions
- problem solving
- idea generation
- strategy planning meetings
Involves multiple people from differentlocations, functional mixes and
operational bases
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Knowledge Management
Drivers Organisational Structure
Process
Content - Knowledge Technology
Economics
People
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Wisdom Knowledge Expert Information
Individual and OrganizationalIntellectual Capital
Client Value Structure Share-able
Reuse ofIntellectual Capital
How To
What
Results Profit Customer
Satisfaction
Benefits Competitiveness Operational
Efficiency Growth in
competency
StructuredIntellectual Capital
Identify
Manage
Capture
Share/Reuse
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Knowledge Management
Approaches
Codification Focus on enabling storage,indexing, retrieval and reuse
Personalisation Focus on connectingknowledge workers through networks
Exploration Focus on developingknowledge that creates new areas for its
products & services
Exploitation Focus on deriving financialand productivity gains from existing
knowledge
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Knowledge Management
Process Framework
Defines how organisations generate,maintain and deploya strategically correct
stock of knowledge-based assetsto createvalue.
All elements within the tactical & strategic
processes must be managed in relation toone anotherto achieve
- right mix & amount of knowledge-based
assets - capability to deploy them
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Socialisation Externalisation
Internalisation Combination
Knowledge Conversion - Nonakas Model
Individual knowledge
Individual & group
knowledge
Group & company
knowledge
Individual, group,
company knowledge
Tacit to Tacit Tacit to Explicit
Explicit to Tacit Explicit to Explicit
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Bukowitz and Williams Model
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Knowledge Management
Processes Tactical Process
- Get
- Use
- Learn
- Contribute
Strategic Process
- Assess- Build & Sustain
- Divest
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Tactical Process Get
Imperatives Articulate
Awareness
Access Guidance
Completeness
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Get - Articulate
Ability People can describe their informationneeds
Challenges
Understand and communicate intended use ofinformation
Direct information requests appropriately
ApproachesActive search Look for a specific set of information.
Passive search Announcement of an information need.
Responses flow back to the requestor.
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Get - Articulate Understand and communicate intended use
of information- Critical role played by intelligent interrogators
- Need to grasp sufficient detail of the subject to
understand what they are looking for, know it
when they find it and know when they have
found enough
At consulting firm Booz Allen & Hamilton, acorporate information specialist is part ofevery team
At McKinsey & Company corporateinformation specialists take on the role ofintelligent interrogators
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Get - Awareness
Ability People know where to find theknowledge
resources
Challenges
It is not enough to know what to look for,
it is also necessary to know where to look
forApproaches Provide signposts: directories, maps, yellow
pages
Use communities of practice to cast as otli ht on or anisational knowled e
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Get - Awareness
Finding expertise in large organisations can be a
bewildering experience, full of of blind alleys and
wrong turns.
A Best Practice Resource Mapat Chevron, a global
oil giant
Electronic forumsaround its core product lineorganised by Buckman Laboratories, a chemical
manufacturer in Memphis Questions and latest
information
Corporate Yellow pagesat Teltech, a research &knowledge services firm.
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Get - AccessAbility People have the tools they need to find
andcapture information
Challenges Balance pushand pull technologies
Involve the user in tailoring navigation andcapture tools
Approaches
Pull:Searching through a large repository ofinformation Push: Distribution of information to a users
desktop by an information source
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Get - AccessPush Pull
Objective Information capture NavigationUser Passive Active
Technology Always active Active only whenused
Best for - continuing knowledge needs - One-time needs
- Time-dependent information - Conductingresearch
- Creating awareness of what - Detailedinformation
can be pulled (notification)
Advantage Brings important material to Allows user toaccess
users attention information at pointof need
Disadvantage Can overload users since they Requires time on
the partdont control it of the user
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Get - GuidanceAbility New organisational roles support
information seekers
Challenges Provide access to both centrally managed and
self-published information Create framework and processes that promoteknowledge re-use
Approaches
Convert Librarians into cybrarians Create a new role - the Knowledge Manager
Use Experts as Information Filters
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Get - Guidance
Role of a Knowledge Manager- Answering on-line questions
- Facilitating on-line discussions
- Scouting out useful material
- Networking within the community
Role of a Knowledge Manager
- Cataloguing content
- Maintaining timeliness
- Maintaining member profiles
- Providing access and assistance to new users
- Responding to member queries regarding location & availability of
information
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Get - Completeness
Ability The knowledge infrastructure iscomprehensive and well organisedChallenges Provide access to both centrally managed and
self published information Create frameworks and processes that promote
knowledge reuse
Approaches
Centrally managed information- convergentsystems
Self-published information- divergent systems
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Get - Completeness
Guidelines for creating frameworks- Identify what information based on howdo
we work in the organisation
- Avoid clutter : quality over quantity
- Update regularly: Nothing drives usersaway
faster than outdated information- Train the user: Cutting edge technology
solutions are highly underutilized partlybecause of inertia and partly due to fear
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Use - Imperatives
Abilities
Permeability:
Ideas flow both in and out of the organisation,exposing people to many different
perspectives and possibilities
Freedom:
People are generally comfortable and
confident about acting on new ideas
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Use - Permeability
Challenges
Change the organisational structure to improve
communications and knowledge flows
Design the physical environment to facilitate
interaction Treat information as an open resource
Avoid accessibility dysfunction in the form of
top-down, cross-functional, bottom-up Collaborate continuously with the stake-holder
communities
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Use - Freedom
Challenges
Value the contributions of everyone in the
organisationAbsorb new ideas that fit the organisations
strategic objectives
Create time and space forexperimentation
Look for ways to boost creativity and
innovation
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Learn - ImperativesAbilities
Peoples capacity for learning is aninfinitely abundant resource.
Visibility
The link between strategy and the learningderived from everyday actions is obvious
HabituationThe practice of learning is common place.
Individuals reflect on experience all the timeandthis is the essence of learning
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Learning- Challenges
Visibility
Learning at the organisational level asksindividuals to go beyond just accomplishing a
task to asking questions about it. People learn all the time Leverage learning for
the organisations benefit
Strategy of the organisation is achieved through
the learning that is derived from everydaydecisions and actions
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Learning- Challenges
Habituation
Promote the pleasure principle at work
Embed reflection mechanisms into the habit of
work
Capture the benefits, failures and disagreement
Nurture the art of learning by doing
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Contribution - Imperatives
Abilities
Motivation
Members want to contribute their knowledge
Facilitation
Systems and structures support thecontribution process
Trust
The organisation promotes understanding ofand respect for the value of contributedintellectual capital
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Contribution-Challenges
Motivation- Remove barriers to sharing- Link contribution to opportunity and advancement
- Withhold benefits from non-contributors
- Find points of mutual benefit Facilitation
- Allow employees the time and space to contributetheir best
- Create dedicated roles that support the contributionprocess
- Support transfer of tacit knowledge
- Weave an organisational web
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Contribution-Challenges
Trust
- Support a contract of reciprocity
- Create explicit policies on the use ofintellectual assets
- Use self-publishing to promote
ownership
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Strategic Processes
Assess- Perspective
- Integration
Build and Sustain- Direction
- Connection
- Recognition
- Reciprocity
Divest
- Forbearance
- Conversion
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Strategic Process
Assess
Imperatives
Perspective
Integration
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Assess-Perspective
Ability
Expand the theory of organisation to
capture
the impact of knowledge on organisational
performance
Challenges
- Identify new forms of organisationalcapital
-
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Assess-Integration
AbilityIncorporate a new set of frameworks, processes
and metrics into the overall management process
Challenges- Visualise the underlying structures that guide
KM
practices- Experiment with metrics & valuation
approaches to
evaluate strategic outcomes
-
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Types of Capital
Human capital The ability of individuals and groups toapply solutions to customers needs.
Customer capital The strength of the customer
relationship. Organisational capital The capabilities of the
organisation made up of codified knowledge from allsources (knowledge bases, business
processes,technology infrastructure), the shared culture,values and norms.
Intellectual capital The relationship among human,customer and organisational capital that maximises the
organisations potential to create value which is ultimately
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Intellectual Capital
To build and sustain knowledgethroughresource allocation decisions,
organisations must grow and renew theforms of capital that jointly give rise tointellectualcapital.
Organisational capital is the intellectualcapital that remains in the organisationwhen members leave.
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Customercapital
Human
capital
Organisational
capital
Value
Knowledge Flows
The Intellectual Capital Model
Strategic Process
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Strategic Process
Build and Sustain
Imperatives
Direction
Connection
Recognition Reciprocity
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Build and Sustain- Direction
Ability
Resources are channeled in ways that
replenish and create knowledgeChallenges
- Subordinate IT to people
- Structure positions that focusorganisational
attention on knowledge-based assets
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Build and Sustain- Connection
Ability
The organisation forms relationships that furtherits knowledge Management objectives
Challenges-Preach co-operation among internal divisions
- Partner in new ways with other organisations
- Retain the right people
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Build and Sustain- Recognition
Ability
The organisation sees how to extract the
value embedded in knowledgeChallenges
- Use knowledge to strengthen the
customerrelationship
- Disassemble the organisational wholeto
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Build and Sustain- Reciprocity
Ability
Policies, procedures and normssupport a
relationship between the organisation and itsmembers
Challenges
- Demonstrate that value creation is a values
proposition
- Make room for the entire person to show upfor
work every day
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Strategic Process - Divest
Imperatives
Forbearance
Conversion
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Divest - Forbearance
AbilityUnnecessary knowledge is not acquired in thefirst
placeChallenges
- Discriminate between forms of knowledge that
canbe leveraged and those that are limited
- Find alternatives to direct acquisition in orderto
ex eriment with knowled e
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Divest - Conversion
Ability
Knowledge that is a drain on resources is
converted
into sources of value
Challenges
- Recognise and dispense with true resourcedrain
- Avoid throwing out the baby with the bathwater!