Knowledge Management and The Knowing Organization

Knowledge Management and The Knowing Organization

اسلاید 1: Chun Wei ChooFaculty of Information Studies, University of Torontohttp://choo.fis.utoronto.caKnowledge Management and The Knowing Organization

اسلاید 2: © CW Choo FIS University of Toronto22 Views of Knowledge in OrganizationsKnowledge as ResourceKnowledge resides in physical objectsMeaning is as represented in the objectAcquiring knowledge = finding right knowledge objectsKnowledge as ProcessKnowledge resides in people’s mindsMeaning is constructed through thoughts, actions, feelingsCreating knowledge = creating ways of knowing and doing

اسلاید 3: © CW Choo FIS University of Toronto3The Knowing OrganizationSENSEMAKINGKNOWLEDGE CREATIONDECISION MAKINGFrom Information to KnowledgeFrom Intention to Action

اسلاید 4: © CW Choo FIS University of Toronto4Our Learning AgendaWhat is knowledge in organizations?How do organizations create knowledge?What is knowledge management?How can an organization better manage the knowledge it has?

اسلاید 5: © CW Choo FIS University of Toronto5Categories of Organizational KnowledgeTacit knowledgeExplicit knowledgeCultural knowledgeKnowledge that has been codified or made tangible, and can therefore be easily communicated or diffused.Explicit knowledge may be object-based or rule-based.The implicit knowledge used by organizational members to perform their work and to make sense of their worlds.Tacit knowledge is hard to verbalize because it is expressed through action-based skills and cannot be reduced to rules and recipes.The shared assumptions and beliefs about an organization’s goals, capabilities, customers, and competitors.These beliefs are used to assign value and significance to new information and knowledge.The more tightly integrated the three forms of knowledge,the more unique the organizational advantage.

اسلاید 6: © CW Choo FIS University of Toronto6Knowledge Conversion (Nonaka and Takeuchi 1995)ExplicitExplicitCOMBINATIONEXTERNALIZATIONSOCIALIZATIONINTERNALIZATIONTacitTacitWatching it, then doing itDoing it, then describing itFinding it, then combining itUsing it, then believing it

اسلاید 7: © CW Choo FIS University of Toronto7Knowledge Conversion Case (Nonaka and Takeuchi 1995)ExplicitExplicitCOMBINATIONEXTERNALIZATIONSOCIALIZATIONINTERNALIZATIONTacitTacitHow to make tasty bread?What is “twisting stretch”?How to design a viable product?What can Matsushita do?

اسلاید 8: © CW Choo FIS University of Toronto8What is KM?ValuesStrategyRolesStructuresProcessPracticeToolsPlatformsKnowledge Management is a frameworkfor designing an organization’s goals, structures, and processesso that the organization can use what it knowsto learn and to create value for its customers and community.Knowledge CreationKnowledge SharingKnowledge UtilizationTacit KnowledgeExplicit KnowledgeCultural Knowledge

اسلاید 9: © CW Choo FIS University of Toronto9KM FrameworkKnowledge CreationKnowledge SharingKnowledge UseValuesStrategyRolesStructuresProcessPracticeToolsPlatforms Why is knowledge IMPORTANT to us? What KNOWLEDGE do we have and need? What is our CULTURE? Who will LEAD? Who will IMPLEMENT? How do we ORGANIZE? How will we SHARE knowledge? How will we put knowledge to USE? How will we CREATE new knowledge? How can IT help? How do we MANAGE INFORMATION? How do we improve COMMUNICATIONS?Tacit KnowledgeExplicit KnowledgeCultural Knowledge

اسلاید 10: © CW Choo FIS University of Toronto10Values & Strategy: Knowledge to ValueAdd Value(Knowledge about Customers)Create New Value(Knowledge about Market)Reduce Costs(Knowledge about Processes)Reduce Uncertainty(Knowledge about Environment)4 basic ways to leverage knowledge and information to create organizational value.Most organizations combine all 4 approaches.(Marchand and Rayport 2000)

اسلاید 11: © CW Choo FIS University of Toronto11Values & Strategy (2)Cost ReductionReuse Knowledge, Lessons LearnedSpeedReuse of KM Know-howRebranding &DifferentiationImproved Quality of KnowledgeChevronHP ConsultingSiemensWorld BankXeroxIBM Global ServicesBuckman Labs++++++++++Innovation++++++++++++++++++++++++++++++++APQC (2000)

اسلاید 12: © CW Choo FIS University of Toronto12KM ResultsIn 1998, BP “brought $260M to the bottom line - documented savings attributed to KM - plus $400M more likely but not yet booked”Buckman Labs increased its new-product sales by 50%Dow Chemical Co saved $40M a year in the re-use of patentsFord Motor Co saved more than $600M in the past 3 yearsHP reduced its cost per call by 50%Rank Xerox reduced its dispatches by15%Roche sends out its products for FDA approval 6 months earlier

اسلاید 13: © CW Choo FIS University of Toronto13Roles & StructuresLEARNING“I am responsible for learning” Mentors CoachesSHARING“Our knowledge grows when it flows”Functional Teams Communities Boundary SpannersLEADING“The organization benefits from our knowledge”Champions Evangelists Steering CommitteesRoles StructuresBeliefsBehavioursIndividualTeamOrganization

اسلاید 14: © CW Choo FIS University of Toronto14Process & Practice: Knowledge Creating Cycle Identify, extract knowledge from primary sourcesproject files, proposals, presentations, email, interviews Edit, refine “raw knowledge” into “processed knowledge”best practices, lessons learned, case studies Organize processed knowledge and making it accessiblecreate a structure for classifying knowledge Packaging, publishing, disseminating knowledgepaper, online, Intranet, pathfinders, knowledge portals Manage the whole cycle, design the information architecture architecture for organizing, publishing, navigating information

اسلاید 15: © CW Choo FIS University of Toronto15Process & Practice: Structured KM Process

اسلاید 16: © CW Choo FIS University of Toronto16KM Example: Eureka

اسلاید 17: © CW Choo FIS University of Toronto17KM Example: Eureka

اسلاید 18: © CW Choo FIS University of Toronto18Eureka Screen

اسلاید 19: © CW Choo FIS University of Toronto19KM Example: EurekaEureka StatusFully deployed in France (1995), Canada (1996)Officially deployed in US (1998)15,000 customer service technicians are active usersMore than 15,000 tips in database10% reduction in service time and parts usedFewer long/broken callsIncreased customer satisfaction

اسلاید 20: © CW Choo FIS University of Toronto20KM Framework (Eureka)Knowledge CreationKnowledge SharingKnowledge UseValuesStrategyRolesStructuresProcessPracticeToolsPlatforms “Each technician should carry knowledge of 20,000 colleagues into every service call” “We take pride in solving hard problems” “We want to talk about our solutions” Community of Practice: “Eureka built on something technicians did naturally” “They share because they trust it will be reciprocal” Authors, Validators, Editors, Evangelists Tip authoring, voting, validation, codification Peer recognition “Eureka is a way of creating a conversation among 25,000 people” Laptops, standalone application Tips knowledge base, search engine Data-mining the Eureka databaseTacit KnowledgeExplicit KnowledgeCultural Knowledge

اسلاید 21: © CW Choo FIS University of Toronto21KM FrameworkKnowledge CreationKnowledge SharingKnowledge UseValuesStrategyRolesStructuresProcessPracticeToolsPlatforms Understand how knowledge creates value for the organization Link knowledge sharing/use to organizational values Define roles and responsibilities for leadership, coordination, implementation Develop group/team structures that promote knowledge sharing and learning Deliberately structure a process to identify, codify, and disseminate knowledge Encourage knowledge sharing and learning to occur naturally as part of work practice Select tools that support tacit, explicit, and cultural knowledge Build platforms that integrate knowledge creation, sharing, and useTacit KnowledgeExplicit KnowledgeCultural Knowledge

اسلاید 22: © CW Choo FIS University of Toronto22SensemakingSENSEMAKINGBeliefsEnactmentsInterpretationsBelief: Customer service is important Best way is to “follow the manual” Build expert system to support “directive repair.”Enactment:Accompany technicians on their service callsInterpretation:Technicians solve tough, undocumented problems New knowledge is valuable, should be shared “The community IS the expert system.”

اسلاید 23: © CW Choo FIS University of Toronto23Knowledge CreationKNOWLEDGE CREATINGCulturalknowledgeTacitknowledgeExplicitknowledgeTacit: Insights and intuitions of technicians, validatorsExplicit:Tips and pending tips in knowledge baseCultural:Technicians form a natural community of practice Norms of peer recognition, trust, cooperation

اسلاید 24: © CW Choo FIS University of Toronto24Decision MakingDECISION MAKINGPremisesRoutinesRulesPremises: Cost reduction; control; consistencyRules:Technicians should use centrally produced documentationRoutines:Eureka first in France, Canada as “experiments” Deployment in US needed approval from Worldwide Customer Service

اسلاید 25: © CW Choo FIS University of Toronto25SENSEMAKINGBeliefsEnactmentsInterpretationsEureka as Organizational InnovationRisk, UncertaintyKNOWLEDGE CREATINGCulturalknowledgeTacitknowledgeExplicitknowledgeDECISION MAKINGPremisesRoutinesRulesThe Knowing OrganizationApply in Other AreasKnowledge from France, Canada exp. The Community is the Expert SystemThe Community is the Expert SystemHow do technicians do their work in practice?