Beruflich Dokumente
Kultur Dokumente
Management concept
Dr. Rajendra Suwal
Management and Leadership
Development Specialist
Nepal Administrative Staff College
April 3, 2013
What is Knowledge?
Data = collection of facts, measurements,
statistics
Information = organized data
Knowledge = contextual, relevant, actionable
information
Strong experiential and reflective elements
Dynamic
Branches and fragments with growth
Difficult to estimate impact of investment
Evolves over time with experience
Information that changes something or somebody
becoming grounds for action by making an individual,
or institution capable of different, more effective
action - Drucker, The New Realities
Knowledge
Explicit knowledge
Tacit knowledge
Why KM is Needed
Traditional reasons for KM are:
Improving Decision Making by reusing
knowledge
Capturing knowledge from transient work
forces
NEW WAY
Capture from is digits in
cyberspace
Organization via
software programs
designed upon
engineering principles,
mathematical equations,
word associations in
cyberspace 24/7/365
Access wherever the
physical bodies link via
computers
Tacit knowledge tapped
using many different
technological tools
Leverage is exponential,
multiples upon multiples
Technology Changes
KM and Visualization
Knowledge Visualization improves knowledge
transfer by providing tools that allow knowledge
workers to manipulate knowledge into
representations that have more meaning
(incorporates context and culture)
Second life allows for avatar representations and a
virtual world where knowledge can be abstracted and
shared in a non-threatening environment
Mapping technologies such as topic maps and GIS
create knowledge abstractions based on topics,
geography, etc. and to control overload by using
knowledge to determine what should be presented
Knowledge portals to provide self directed
visualization of knowledge through customization.
KM and Mapping
Knowledge Mapping allows for better
organization of knowledge to facilitate
knowledge retrieval
Utilizes taxonomies and ontologies
Mapping technologies such as topic maps and
GIS allows faculty to organize knowledge
based on some taxonomy
Utilizes organizations based on topics, skill
sets, people, geography, subject, etc..
Integrating Initiatives
Trend is to combine KM with new
technologies into strategic organizational
initiatives such as:
Customer Relationship Management, CRM
Supply Chain Management, SCM
Data mining to discover knowledge
Enterprise Resource Planning, ERP
Project management mature processes
Communities of Practice, CoP
Overview of Systems
Leadership
Knowledge champions, such as CKOs
Culture
Access
Technology
Learning Culture
Organizational Changes
Knowledge management efforts can
completely collapse boundaries
A knowledge management system cannot
work through hierarchies
Individual and team learning processes
must become the true driver of
organizational learning
Sustainability of a KM Endeavor
There are three fundamental processes that
sustain profound changes such as the
introduction of a KM system:
developing networks of committed people
improving business results
enhancing personal results
Processes
At the organization level, the processes can
be:
coming out with KM policy and strategy
providing induction packs full of know how to
new staff;
creating databases of all environment related
publications produced by an organization so that
staff can access them from their desk;
conducting exit interviews when staff leave so that
their knowledge is not lost to the organization;
Processes2
providing ongoing learning so that people can
constantly update their knowledge on environments;
encouraging people with interest on environment to
network with each other;
creating electronic filing systems that can be
searched in a number of ways, making the information
much easier to find;
redesigning offices to be open plan so that staff and
managers are more visible and talk to each other
more;
creating intranets so that staff can access all kinds of
organizational information and knowledge that might
otherwise take a great deal of time and energy to find.
Acknowledgements
Peter Senge
Art Kleiner
Blaise Zerega
Charlotte Roberts
Richard Ross
George Roth
Bryan Smith
James Brian Quinn
William Truran
J Michael Pemberton
Sarah Cliffe
David A. Nadler
Rick Mullin
Ellen M. Lapp
Thomas Stewart
Peter Feltham
Howard Rheingold
Nick Bontis
Morten T. Hansen
Jim Bair
Henry Mintzberg
James Cortada