CHAPTER 3 Kimiz Dalkir 2005 - Sharing Knowledge and … · NONAKA & TAKEUCHI Knowledge creation...
Transcript of CHAPTER 3 Kimiz Dalkir 2005 - Sharing Knowledge and … · NONAKA & TAKEUCHI Knowledge creation...
KNOWLEDGE MANAGEMENT
MODELS
CHAPTER 3Kimiz Dalkir
2005
OBJECTIVES1. Understand and explain the various theoritical models of
KM 2. Relate KM framework to stages in KM cycles
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BASIC PARADIGMS
Knowledge is subjective, complex, and dynamic It need a holistic KM approach
Need a measurement tools to assess the implementation progress
Knowledge should drive innovation on product, service, & systems
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BASIC PARADIGMS
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DATA
INFORMATION
KNOWLEDGE
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BASIC PARADIGMS
3 types of content to managed ; Combination of experience, value, contextual information, &
expert point of view, as an evaluation foundation to produce new experience and information
Message in the form of document and audio visual A collection of objectives fact on an event
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BASIC PARADIGMS
Davenport & Prusak, 1998 knowledge creation take place between & within human
Nonaka & Takeuchi, 1995 knowledge is a dynamic human process of justifying personal belief toward the truth
Polanyi, 1966 tacit is a personal way of knowledge construction, affected by emotions
80/20 rules (80% tacit & 20% explicit) Most of our knowledge reside in the mind of the knowers
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BASIC PARADIGMS
EXPLICIT Knowledge Codified (arrange in a systematic code) Formally expressed Easy to be acquired, shared, stored, distributed Book, audio video, graph, images, database
Stated using words and algorithm (set of rules to follow) Contain a little/small knowledge
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BASIC PARADIGMS
TACIT Knowledge Difficult to understand Difficult to communicate Difficult to translate or abstract Personally Root of all knowledge
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BASIC PARADIGMS
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TACIT EXPLICIT TACIT
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KM MODELS
Choo – Sense making model (1998) Von Krogh & Roos – Organizational Epistemology model
(1995) Epistemology investigation of what distinguish justified belief
from opinion Nonaka & Takeuchi - Knowledge spiral model (1995) Wiig – Build & Use Knowledge (1993) Boisot – I-Space model (1998)
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KM MODELS – the reason
Holistic approach to KM Already reviewed, critized, discussed extensively Implemented & field tested for reliability & validity Widest possible perspective of KM
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Van KROGH & ROOS
Distinguish individual & social knowledge No knowledge without knower Strong need to maintain link between knowledge object &
those who knowledgeable (experts, experience user) Cognitive perspective indicate that a cognitive system
(human brain or computer) creates representation (model) of reality, & learning occurs when it manipulated
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Van KROGH & ROOS
The cognitive epistemology approach View organizational knowledge as self-organizing system Human transparent from outside information The brain is a machine based on logic and deduction Organization pick up or search information from environment
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Van KROGH & ROOS
The connectionist approach Knowledge is wholeness (brain is not sequentially process) Information generated from environment & internally
(familiarity/practice) Knowledge reside in the mind of individual & in the connection
among them Unbreakable bond between knowledge & those who absorb &
make use of them
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Van KROGH & ROOS
Factor that prevent the successful KM ; (p.51) Mind-set of individual Communication in organization Organizational structure Relationship between member Management of human resources (knowers)
Knowledge Enabling Organization activities that positively affect knowledge
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NONAKA & TAKEUCHI
Knowledge forms, sharing, diffusion of knowledge needed to create or produce innovation
Study of japanese company key success in innovation base on/stem from tacit approach One-ness of humanity, nature, mind, body, self, other Individual involvement with object thru self-involvement &
commitment to create knowledge
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NONAKA & TAKEUCHI
Knowledge creation process Begin with individual, personnal, & private knowledge
(researcher, manager, worker) Translate into valuable, public, organizational knowledge Continuously and occurs at all level in organization In many cases, happen in unexpected & unplanned way
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NONAKA & TAKEUCHI
4 Model of Knowledge Conversion Tacit tacit ; process of socialization Tacit Explicit ; externalization Explicit Explicit ; combination Explicit Tacit ; internalization
The creation of knowledge consist of social process between individual in which knowledge transformation is not simply unidirectional, but interactive & spiral
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NONAKA & TAKEUCHI
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NONAKA & TAKEUCHI
Socialization Sharing knowledge thru social interaction Discussion, exchange of thought, mentoring Informal way (in a coffee shop, paking lot) Rarely capture or written formally (remain tacit) Easy & effective but limited way to create & share
knowledge Example ; knowledge day, brainstorming activitiy
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READ THE EXAMPLE IN THE TEXTBOOK – PAGES 54
NONAKA & TAKEUCHIExternalization Convert tacit to explicit (visible form of tacit) Need an intermediary to transform knowledge Taped, recorded, written, drawn, made tangible
Need someone (something) that can interprete, extract, synthesize the idea into a concrete way (format, length, detail)
Once the knowledge materialize, the scope increased Wider audience can use, understand, & apply it Easily share & leveraged
Example ; journalist19 September 2012 KM Teaching Group - MBTI 2012 21
REA
D T
HE
EXAM
PLE
IN T
HE
TEXT
BOO
K –
PAG
ES 5
5
NONAKA & TAKEUCHI
Combination Combine pieces of explicit knowlegde into new form Trend analysis, executive summary, review, new database
No new knowledge, just combining, complement Concept are sorted & systematized Example : preparing lecture material
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READ THE EXAMPLE IN THE TEXTBOOK – PAGES 55
NONAKA & TAKEUCHI
Internalization Diffusing & embedding newly acquired behaviour Learning by doing Convert or integrate shared or individual experiences into
other individual mental model Broaden, extend, reframe within their tacit base Understand & learn from experiences, best practise People, then do the job differently
Example : pool of customer complain & how to handling it
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READ THE EXAMPLE IN THE TEXTBOOK – PAGES 56
NONAKA & TAKEUCHI
Knowledge Spiral Knowledge creation is not sequential Show how organization articulate, organize, & systematize
individual tacit knowledge Continuous activity of knowledge flow, sharing, &
conversion by individual, community, & organization Using metaphore, model, & analogy in converting tacit
explicit tacit
its strengths is in its simplicity—both in terms of understanding the basic tenets of the model and in terms of being able to quickly internalize and apply the KM model
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CHOO MODEL
Stress on the importance of sense–making, knowledge creation, & decision making
Focus on how information elements are selected and subsequently fed into organizational actions
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CHOO MODEL
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CHOO MODEL
Sense Making Identify priorities & filter the information Construct interpretations by exchange & negotiate
information Combine with previous experience
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CHOO MODEL
Weick, 2001 : Loosely coupled system – human genomeSystem that can be taken apart/revised without damaging the
entire systemPermit adaptation, evolution, extension
Tight coupled system – human being Sense making consist of 4 integrated processEcological change (environtment)Enactment (construct, rearrange, clarify)Selection (interpret & rationale changes)Retention (provide the organization with new experiences)
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AUDIENCE PARTICIPATION
Think for a while Pick one of many important experiences in Ur life which
require your decision making skills What did you do How did you think it over What is the reason for Ur decision How that decision affect Ur life afterward Is it the right or wrong decision? What you learned from the situation Do U think it’s worth to share as an valuable experience19 September 2012 KM Teaching Group - MBTI 2012 30
WIIG MODEL
In order to be useful & valuable, knowledge must be organized, depending on what will the knowledge use for
Dimensions in Wiig model Completeness - knowledge sources relevance Connectedness – relations between different knowledge object Congruency – consistency between knowledge object (no
inconsistency, no misunderstanding) Perspective & purpose – know something using dual purpose &
perspective to organize knowledge Using semantic network to represent different perspective
of the same knowledge content
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WIIG MODEL
Three level of knowledge Public - explicit Shared – held by knower & share at work Personal – tacit, most complete from, unconciously use in daily
life Four types of knowledge Factual – data, measurement Conceptual – concept & perspective Expectational – hypothesis, judgement Methodological - reasoning, strategies, dec. making
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BOISOT I-SPACE MODEL
Knowledge concept of an ‘information good’ What an observer extract from data, based on their expectation
or prior knowledge Effective knowledge sharing require sender & receiver
share context & coding scheme Propose 2 key points More easily data can be structured & converted into information,
more diffusibleLess data that has been so structured requires a shared context
for its diffusion, the more diffusible it becomes
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BOISOT I-SPACE MODEL
I-Space Model Data is structured & understood thru codification &
abstraction Codification Arrange into a systematic code Creation of content categories More categories, less abstract
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BOISOT I-SPACE MODEL
I-Space Model Visualized in 3 dimensions Codified – uncodified
• Link to categorization & classification Abstract – concrete
• Link to knowledge creation thru analysis & understanding Diffused – undiffused
• Link to information access & transfer
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BOISOT I-SPACE MODEL
Social Learning Cycle Scanning Problem solving Abstraction Diffusion Absorption Impacting
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COMPLEX ADAPTIVE SYSTEM
View organization as an intelligence complex adaptive system A system which can adapt intelligently
Consist of many independent agents that interact with one another
Their combined behaviour gives risesto complex adaptive phenomena
Self-organize, no overall authority that direct how the independent agent act
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COMPLEX ADAPTIVE SYSTEM
Organization that Composed of a large number of self-organizing component, Seeks to maximize its own specific goals Operate according to the rule & contect of relationships with other
component & external world Take from environment, transform it into higher value outputs
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COMPLEX ADAPTIVE SYSTEM
Key process in ICAS model Understanding Creating new ideas Solving problems Making decisions Take action to achieve desired results
Emphasize on individual knowledge worker with their competency, capacity, & learning
Leverage thru multiple networks
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COMPLEX ADAPTIVE SYSTEM
8 emergent characteristic1. Organizational intelligent2. Shared purpose3. Selectivity4. Optimum complexity5. Permeable boundaries6. Knowledge centricity7. Flow8. Multidimensionality
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COMPLEX ADAPTIVE SYSTEM
The emergent characteristic Result of nonlinear interactions, synergitic interaction, &
self-organizing system Serve to endow the organizations with internal capability to
deal with the future unanticipated environment yet to be encountered
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KNOWLEDGE CREATING/SHARING
How you prepare your breakfast? The best way to take a picture How’s your study style What is your secret recipe to become a well known student
in the entire campus
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CONCLUSION
KM encompass data, information, & knowledge (tacit & explicit)
Model Krogh & Roos used organizational epistemology approach & emphasize that knowledge resides in the mind of individual and in relation with others
Nonaka & Takeuchi focus on knowledge spiral that explain the transformation of tacit into explicit, then back again to tacit as the basis of innovation & learning
Choo & Weick’s sense making approach focus on how information element fed into organization thru sense making, knowledge creating, & decision making
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CONCLUSION
Wiig model based on principle in order to be useful & valuable, knowledge must organize thru semantic network, that is connected, congruent, & complete, and that has perspective & purpose
ICAS view organization as a living entity concern with independetn existence & survival
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SUMBER INFORMASI
http://www.eknowledgecenter.com/articles/1010/1010.htm http://www.ahg.com/absolutely%20knowledge%20management%20s
ystem.htm http://www.prescientdigital.com/articles/content-management/content-
management-in-a-knowledge-management-context/ http://www.lc-stars.com/knowledge.html http://peterpaulperez.wordpress.com/2011/04/18/knowledge-
management-in-the-call-center-industry/ http://www.ugc.edu.hk/tlqpr01/site/abstracts/098_hui.htm http://www.ilo.org/public/english/employment/mifacility/activities/knowl
edge.htm
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http://www.hcklab.org/research/knowledgemanagement/tacit-explicit-knowledge.htm http://www.cognitivedesignsolutions.com/KM/ExplicitTacit.htm http://serbaserbikm.blogspot.com/2010/07/2-macam-tipe-knowledge-
yaitu.html http://www.systems-thinking.org/kmbh/kmbh.htm http://www.kmnetwork.com/WhatIsKM.html
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DRESSED 4 SUCCESS Conduct a brief review after every class. Complete the assigment on time. Prepare and conduct the presentation seriously Pay full attention about what the class discussed Make notes to help understand the lecture. Read & understand the main references/books Look for the other lecture materials from other class Keep 100% attendance