Best Practice in Knowledge Creation
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Transcript of Best Practice in Knowledge Creation
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8/8/2019 Best Practice in Knowledge Creation
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats
working, Whats not (contd)
Wisdom
Tacit/ Intuitive
Knowledge
Explicit Knowledge
Information
Data
Fragmented
Integrated
Insights
Information
Hierarchy of Knowledge
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats
working, Whats not (contd)
Good
Practices
Nurturing
BusinessValues
Developingthe
Systems
CreatingCommon
Mindsets
Competitor benchmarking
Groupware/ intranet
Search engine
Balanced scorecard
Metrics
Team-based rewards
Contractual obligations
Selection criteria forrecruiting
Competencies
Virtual teamsCommunities of practice
Knowledge coordinators
Broad vision
Bussiness community
X-functional teamworking
Knowledge champions
Role models - GurusCoaching mentoring
Encourage Experimentation
Personal legacy
Action learningInterdependancy -
were all in it together
Reciprocity-
receive by givingNew language
No jargon
True storiesMetaphors
Identification-
this is for meValues-
this is worthwhile
Beliefs -
thisll work for me
Soft rewards
Learning by trying
Tolerate mistakes
Retain reject poolRecognise successes
Real-time feedback
Honest feedback
Gut feel index
Three Elements of Knowledge Culture
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats
working, Whats not (contd)
High Commitment
Non-Routine Work Routine Work
Low Commitment
Inner - Driven Outer - Driven
Reward - Driven Sustenance - Driven
Elite guard Sergeant major
Mercenary Conscript
Four Kinds of Employee Groups
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats working,
Whats not (contd)
Excelle
ncedriv
en
Achieve
mentdriven
Rules,
processe
s,system
sdriv
endriven
Entitlem
ent/ascription
driven
BarbariansInnovators
Enthusiasts Bureaucrats
Aristocrats
Maharajas
Pioneering Growth Maturity Decline Decay
Organ
isational
performa
nce
Organisational life cycles
Cultures and Mindsets in Different Stages of Organisational Evolution
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats
working, Whats not (contd)
The Manager
Administers
Is a copy
Maintains
Focuses on systems and structure
Relies on control
Has a short range view
Asks how and when
Has his eye always on the bottom line
Imitates
Accepts status quoIs the classic good soldier
Does things right
The Leader
Innovates
Is an original
DevelopsFocuses on people
Inspires trust
Has a long range perspective
Asks what and why
Has his eye on the horizon
Originates
Challenges itIs his/ her own person
Does the right thing
Difference between Managers and Leaders
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats
working, Whats not (contd)
Benefits for the learner
Ideas: a sounding board
Expertise: high level, just - in - time consultancy
Creativity: a risk free environment
Advancement: skills development Sensitivity: understanding paradoxes and diversity
Confidence: venturing outside the comfort zone
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats
working, Whats not (contd)
Benefits for the mentor
Enhanced intuition: understand subconscious processes
Deeper insights: personal mastery
Laboratory experimentation: testing ideas
Self learning: by listening and empathy Self knowledge: physician heal thyself
Personal legacy: what do I want to be remembered for?
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats
working, Whats not (contd)
Sharing knowledge implies increasing knowledge: because ideasgenerate more ideas - thereby increasing knowledge
Way to increase knowledge is going to the right person and asking the
right questions
Meetings without agenda help to bring out things in people
Organisations are also born, mature, decline and die like individuals
Organisations should be more like spider plants wherein the mother
plants give rise to healthy baby plants plants I.e. creating very good
umbilical cords
Nurturing
Innovative
Knowledge sharing
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats
working, Whats not (contd)
To share knowledge one has to understand people Recognising people leads to:
Creating a responsibility in them to share
Creating a pressure to role model
Encourage communication between individuals
Listening is the most important in communicationas it implies:
Respect for the other
Internalise and produce new knowledge
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats
working, Whats not (contd)
Personal mastery is about converting tacit knowledge to explicitknowledge (concepts) or tacit to tacit (by working together)
Knowledge should create more knowledge
Create a web page for each employee (recognition too!)
The problems we face cannot be resolved at the same level of thinking
as that which gave rise to them - Albert Einstein
To share knowledge create:
Yellow pages for employees - Who knows? - and designate some
authentic knowledgeable stars as Gurus- so people can refer to
them in times of need
Databases of specifics of what the organisation knows
Use search engines to hunt for knowledge Create a pool of ideas which did not work and document them too! -
they may be useful at another time!
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats
working, Whats not (contd)
Chrysler created a Book of engineering knowledge - one of the finestpieces of documentation of engineering knowledge
Good ideas were captured everyday
It is a dynamic book
It provides recognition for individuals
Have X-functional teams working on areas, projects, subjects about
which one knows nothing to have a common mental model/s
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats
working, Whats not (contd)
Remember, in a war situation Take your enemy by surprise
Different soldiers need different triggers I.e. understand the drivers
of different types of people
Will the line managers buy the Knowledge Management initiatives
Major reasons for failed projects:
Too much reliance on technology/ technologists
They were not looked at from the individualsl angle
Sustaining something is very difficult!
Relying on IT beyond a point doesnt work
Top down initiatives dont work
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Knowledge Management and Organisational Learning
Best Practices in knowledge creation and exchange: Whats
working, Whats not (contd)
Leadership issues must be addressed - Fish starts rotting from thehead!
Culture of the organisation must be addressed
Knowledge management is a subset of change management
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Knowledge Management and Organisational Learning
Against Knowledge management
We can only improve the efficiency/ effectiveness of the knowledgeworker
We cant put together knowledge which exists in several people
Knowledge and market change too fast
Knowledge management systems do a lousy job of containing tacit
knowledge
Knowledge cannot be managed
Knowledge cannot be limited by IT
Inturnship, Mentoring and Job rotation are the only ones which really
work
Know whats important!
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Knowledge Management and Organisational Learning
Improving Organisational competence
Learning is an investment not a cost
Communicate, Collaborate, Coordinate
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Knowledge Management and Organisational Learning
Improving Organisational competence (contd)
Learning points
Assault as many senses as possible
Combine face to face and virtual/ remote collaboration
Top down commitment is a must
Make learning a part of the job
Reward right behaviour
Enrol the understudys manager
Make 2 hrs a week available to the subordinates Build world class solutions
Best if people learn on the job
Deploy strategy rapidly
Publish retention and not attrition status
Grow your assets
Become a hiring magnet Have a competitive advantage/ edge
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Knowledge Management and Organisational Learning
Turning Knowledge Management strategy into practice and results
BP AMOCO
Created web pages of experiences and new procedures/ innovations fordrilling work and managed to save several millions of dollars!
BUT,
Focus on meeting the real business needs
Focus on minimising barriers to sharing
Do not develop things for their own sake
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Knowledge Management and Organisational Learning
Creating Living Systems of Learning and Knowledge
Knowledge is born out of Living people/ systems
Take Ownership - Dont Belong
Knowledge resides in the pathways networking one another
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Knowledge Management and Organisational Learning
Creating Living Systems of Learning and Knowledge (contd)
What we commonly refer to as knowledge in organisations is at bestdocumented information, partially useful but dead
Knowledge is the very process of life: of survival, development and
growth; for organisations it represents their inner journey
Knowledge emerges out of a patterned network of cognitive
relationships
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Knowledge Management and Organisational Learning
Creating Living Systems of Learning and Knowledge (contd)
Knowledge pathways Knowledge in an organisation does not exist objectively as a given but
emerges out of a patterned network of relationships
Knowledge originates in the totality of the system; the knowledge a tree
needs to grow is contained in the pathways that connect the tree to the
soil, earth and sun
Knowledge as a resource lies dormant in an organisations story; itsculture; and in its ability to self-organise itself into new patterns of
thought and action
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Knowledge Management and Organisational Learning
Creating Living Systems of Learning and Knowledge (contd)
KnowledgeArchitect
Knowledge
Exploiter
Knowledge
Catalyst
Knowledge
Animator
N
E
S
W KNOWLEDGE
Youthful, competitive
- the world of the hunter
- exploiting knowledge
Adult, conserving-the world of the herder
-consolidating knowledge
Mid-life, catalytic
-the world of the gardener
-transformation through
knowledge
Mature, co-creative
-the world of the steward
-knowledge for sustainable
development
Knowledge Creating Community
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Knowledge Management and Organisational Learning
Creating Living Systems of Learning and Knowledge (contd)
The West: Competing for Knowledge
The Western world: First order change - The world of Competitive Strategy
Arising out of simple habit formation, without any formulation or re-
conceptualisation, involving experiential learning and the development
of practical, change skills
Solve problems by defining their identity
Assume the existence of a singular truth
Skills of effective experimentation
The North: Consolidating Knowledge
The Northern World: Second order change - The world of strategic Intent
Assimilating and consolidating new concepts and knowledge, using
mental constructs based on a sense of reality
Models and formulae to create order and coherence
Documentation and replication
Focussing on core competencies
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Knowledge Management and Organisational Learning
Creating Living Systems of Learning and Knowledge (contd)
The East: Knowledge renewal
The East: Third order change - The world of Strategic Dynamics
Driven by contradiction and paradox, and by anomalies between
practice and theory in the first and second orders, and involving
learning to work in spaces beyond habitual bondage
Inviting divergence
Working through complex learning and questioning mental models The South: Knowledge as Value
The South: Fourth order change - The World of Co-creative Strategy
Involving active and reflective transformations in the evolutionary
process of human, organisational and societal processes
Creating and adding value through knowledge
Creating a community and managing a high-value enterprise
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Knowledge Management and Organisational Learning
Developing Intellectual Capital at Skandia
Stretch your brains to see Money economy is at its end
What knowledge has impact on future learning?
Measures
Efficiency
Risk
Rejuvenation
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Knowledge Management and Organisational Learning
Developing Intellectual Capital at Skandia (contd)
The main components of the new Economy are going to be Human andStructural Capital
We destroy more intellectual capital than we create
How much Intellectual Capital or Knowledge do you have?
Intellectual Capital is a potential - where are you on a scale of 1 - 100?
Move from Head Office to Heart office
Measure Market potential rather than Market share
Share holder value = Money + Brains (Intellectual Capital)
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Knowledge Management and Organisational Learning
Developing Intellectual Capital at Skandia (contd)
Human Capital is the currency of the future
Indulge in Knowledge Care - nurture it
Imagination is more important than Knowledge - can you nourish it?
Intellectual Capital is the language of Leadership
Use all senses
Patterns of relationship is very important
Look for shapes of relationships
Imagination is maximum at a Spa
Knowledge exchange takes place at futurizing.com
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Knowledge Management and Organisational Learning
Wheres the Knowledge in Knowledge management ?
How is knowledge generated and diffused?
Knowledge is the capacity for effective action
Knowledge is expressed only in action
Learning is a process that enhances knowledge
Teams are battling with How to Learn
Fear cramps imagination
Teams is the fundamental unit of learning
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Knowledge Management and Organisational Learning
Wheres the Knowledge in Knowledge management ? (contd)
All formal or informal knowledge is generated in teams
A team is any group of people who need each other to get something
done
Work is a process by which people produce value
Learning occurs while working
Knowledge cant be managed like a thing
Knowledge generation is a deeply human process
Technology enables things it does not create them
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Knowledge Management and Organisational Learning
Wheres the Knowledge in Knowledge management ? (contd)
Knowledge spreads only through interacting in informal settings
Networks is about exchange of information
Communities of practice is about exchange of knowledge
All learners assess/ judge their own learning
Aspiration is a continuum
Rhythms between teams and communities
Infrastructure, values and communities are missing in the Fifth
Discipline
K l d M d O i i l L i
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Knowledge Management and Organisational Learning
Communities share practices
Community logic
Give value
Get value
Have an identity
Have meaning
Be aware of who you are
Be aware of what you are
Binding force
Wheres the Knowledge in Knowledge management ? (contd)
Ask for help properly and
you will get it