Knowledge
management or knowledge sharing manifest themselves in many ways in the
workplace; that may include ordinary events, such as facilitated meetings or
informal conversations or more complex interactions that require information
and communication technology. Since building knowledge may require the analysis
and synthesis of information, the lines between working with information and
working with knowledge or knowledge artifacts easily become blurred.
6.1 KM IN PRACTICE – PROCESSES
A
very useful way of thinking is to conceptualize KMas the actualization of what
Powell,T. [2001a] calls the “Knowledge Value Chain.” The chain is
straightforward, a pyramid, in fact, leading from Data at the bottom through
Information, Knowledge, Intelligence, Decision, and Action, to Value. The
notion is simple, but the explication is sophisticated and complex. Value to
the organization is ultimately what KM is about.
6.1.1 FINDING
INFORMATION ANDKNOWLEDGE
Finding
information and knowledge refers to processes that allow organizations to make
sense and make use of data, information, and knowledge objects that may be
present but are not codified, analyzed, nor accessible to members. Knowledge
exists in all organizations, but all knowledge may not be explicit. Knowledge
objects or artifacts are entities that represent knowledge existing within
organizational members [McInerney, C., 2002].
One
aspect of finding and dissemination of information is the organization of knowledge
objects so that they can be found easily. Assigning index terms, tagging or, in
the case of an intranet and theWeb, metadata, allows ease of retrieval [Learn,
L., 2002]. Digitally recorded presentations, brochures, reports of lessons
learned, and best practices can all be made accessible through careful indexing
and intelligent information architecture [Morville, P.,2005,Rosenfeld and
Morville,2002].
Another
example of finding knowledge is a situation where vendor information is
available, but no one in a firm has evaluated vendors nor kept a record of the
evaluations and lessons learned about working with vendors, nor has made
explicit some of the vagaries of a specific vendor’s organizational and
decision making structure. The person who deals with vendors may have extensive
knowledge about them, but when he or she leaves the firm, the knowledge goes
away [Davenport and Prusak, 1998a].When a staff member intentionally and
systematically compiles a database of vendors with accompanying details in a relational
database, reports can be produced that allow managers to see a pattern of
purchasing, turn-around time, and staff ratings of vendors. Trends can be
examined and analyzed so that new understandings of procurement practices and
purchasing can be made explicit. The knowledge that once existed only within
one person can be used (at least to some degree) by others who find it
represented, codified, and organized in electronic form.
6.1.2
SHARING INFORMATION AND KNOWLEDGE
Sharing
of information for knowledge development is the most traditional collection of
processes, easily understood, but often overlooked in a systematic knowledge
management program. Sharing refers to the willingness and ability of the
knowledgeable to share what they know to help others expand their own learning
and knowing.Teaching and learning activities, such as online universities in
industry, mentoring programs, apprenticeships, and training programs all serve
as opportunities for individuals to share knowledge.
The
principals therefore wanted the person who needed the information or knowledge
to have to come to them, so that the two contexts could be discussed and the
applicability properly understood. The principles were, in general, quite
willing to have it be broadcast that they had a lesson learned in a particular
area, but in many cases, they did not want so much to be revealed that someone
else would feel that they knew enough about that lesson to take it and run with
it without consultation first.
6.1.3
DEVELOPMENT OFKNOWLEDGE
Knowledge
development takes place when individuals work to create new understandings,
innovations, and a synthesis of what is known already together with newly
acquired information or knowledge. Although individuals can intentionally
develop their own knowledge through seeking opportunities to be creative and
learn, the development of knowledge is often a social process. Meetings,
teleconferences, planning sessions, knowledge cafes, and team think tank
sessions all serve to help workers develop knowledge together. The synergies
brought about by effective meetings can encourage the development of new
knowledge.
source:
Knowledge Management (KM)
Processes in Organizations
Theoretical Foundations and Practice
