CSCW – Module 10 – Page 1 P. Dillenbourg & N. Nova Module 10 : Knowledge Managment.

CSCW – Module 10 – P. Dillenbourg & N. Nova

Module 10 :

Knowledge Managment


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Français

Anglais

Allemand

Italien

Neerlandais

Espagnol

Hindi

Turc

Arabe

…

…

Knowledge Matrix

X X X X X X X X X X X X X X X X X X

X X X X X X X X X X X X X X X X X X

X


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JAVA

C++

XML

CSHARP

JAVA.ME

PERL

PHP

JAVASCRIPT

LISP

…

…

Knowledge Matrix


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New Public Managment

Human Ressources

Project Planning

Risk management

Logistics

Intellectual property

Public markets

European policy

…

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Knowledge Matrix


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Hardware

Design

Manufacturing

Management

Sales

…

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Knowledge Matrix

“InTTables.sarl”


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Aubert

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Manager Developper

Knowledge Map



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RastogiNguyen

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Aubert

Baruh

Manager Developper

Knowledge Map


????


Knowledge Map



Organisation



Organisation


From Probst, Raub & Romhardt (2000). Managing knowledge, John Wiley & Sons, Chichester.

Knowledge Islands


GROUP

ORGANISATION

COMMUNITY

Social S

cale

PSYCHOLOGY

SOCIOLOGY

Micro

Meso

Macro

Knowledge Managment


Knowledge Management

Explicit effort for capitalizing knowledge in an organization and turning into productivity by:

• Developing knowledge in the organization• Identifying knowledge sources in the organization• Capturing existing knowledge in the organization• Sharing knowledge within the organization• Providing a more direct access to knowledge when

necessary


Knowledge Management

Why? The exponential growth of knowledge raises problems:

• Productivity Difficulty to find who knows what in the organization (example: multicultural sensitivity)

• Turn Over– Losses of knowledge

• Departures, firing, retirement: most of employee’s knowledge at the end of his career come from his experience in the company (example: Andy Miller)

• Downsizing (example: IBM)

– Integrating new employees (hiring, merge,…)


• The “knowledge society”• The “knowledge economy”• The “knowledge company”• The “knowledge worker”• The “education country” (Aebisher)• The “intellectual capital” (SKANDIA)

It’s not because it’s trendy that it is untrue

“Knowledge is our Asset”Pictet &

Cie


Example of KM: Help Desks

call

1er front : Time Scale: 0-5 min

(network, login, bureautique,….)

2nd front : Time scale: 1 hours

(specific soft, mobile assistance)

3rd front (developpers)

Time scale: days.

Ticket 8746874

John Smith, SalesDept., 23453

Problem type: Connect/WiFI

Problem description: He cannot connect anymore since he installed a firwell on his laptop

--- Tracking ---

Call 10:06 to Dupont

Ticket fowarded to Dupneu 10:08

Call back at 10:15

Tried to Reinstall firewall

Call back at 10:30

Closed on 10:40

----------

Solution

The firewall KRT seems not compatible with the card Symantec on Dell 533

Ticket 8746874

John Smith, SalesDept., 23453

Problem type: Connect/WiFI

Problem description: He cannot connect anymore since he installed a firwell on his laptop

--- Tracking ---

Call 10:06 to Dupont

Ticket fowarded to Dupneu 10:08

Call back at 10:15

Tried to Reinstall firewall

Call back at 10:30

Closed on 10:40

----------

Solution

The firewall KRT seems not compatible with the card Symantec on Dell 533

Very High Turn Over

(10 months)


Example of KM: Help Desks

User A

Knowledge Base

(e.g. Lotus Notes

User B

User Aforget

left

Knowledge Elicitation Knowledge

Acquisition

The Store&Retrieve ModelThe Store&Retrieve Model


User A

Knowledge Base

User Bleft


Organisational Learning

“Just in Time” training


Limits of the Store&Retrieve ModelLimits of the Store&Retrieve ModelThis model applies to Help Desks, Technical Assistance, Customer-relationship Management, Jurisprudence, … LOTUS NOTES is the most used KM application

• Difficulty of knowledge elicitation:

• Too time consuming

• Which situational/contextual features must be elicited in order to assess the relevance of the information?

• The limits of automatic knowledge acquisition

• Knowledge is personal: privacy, confidentiality, spies, data protection laws,…

• Transparency is not always compatible with management; some things must remain tacit & implicit

• Knowledge is power: if I shared it, I loose my power

• If my knowledge is incorrect, everybody can see it.

• Informal knowledge is often lost

• Difficulty of knowledge storage

• How to index properly knowledge is a fast evolving organization ?

• How to detect obsolete information?

• Can text capture knowledge? Domain-specific ontologies, knowledge representation schemes from AI such as production rules or semantic nets, technologies for the semantic web, …

• Difficulty of knowledge retrieval

• How to be aware that the information is need is available?

• How to search / find relevant information?

• Difficulty of knowledge reuse

• There is no knowledge in a web site, neither in a book, but information


User A

Knowledge Base

User Bleft

Knowledge Elicitation Knowledge

Acquisition


Knowledge

Knowledge

Information

Information

Information

Information


Einstein

“Si la vitesse de la lumière est incompressible, alors le temps est élastic”

Dillenbourg


Knowledge

Knowledge

Information

Information

??????



Facts

Information

Knowledge

Values

Tangible

Intangible

The instrinsic limit of most knowledge management approaches


Knowledge Base

(Interactions History)

User A User B

The Interaction Model The Interaction Model or Community Modelor Community Model


The Interaction Model The Interaction Model or Community Modelor Community Model

Examples

• Virtual communities

•Virtual teams (e.g. CERN)

• Virtual expert communities (e.g. bird watchers)

• (Gstaad workshop)

Tools

• Forums, mail, chat, blogs (shared diaries with a structure) ….

• Community Portals:

• Communication tools as above, syncrho and asyncrho

• Awareness tools: who is there, who was here, who knows who,…

• Time management tools: agenda, events, …

• Knowledge syndication (“RSS Feed”)

• Social navigation

• Polling devices

• Autentication and rights management

• Reputation systems


Form

al

Group of friends

Community

Formal group

Group size, members, goals and responsibilities are established by an external authority (the boss, the teacher, …).

Communication is partially predefined

A nice relationship within the group is important but not a sinequanon condition

Group size, members, goals and responsibilities are established by an external authority (the boss, the teacher, …).

Communication is partially predefined

A nice relationship within the group is important but not a sinequanon condition

No explicit goal, no formal conditions to join.

Friendship is the key, high emotional involvment

No explicit goal, no formal conditions to join.

Friendship is the key, high emotional involvment

1. Engagement

2. Micro-culture

3. Social structure

4. Organic growth

5. Longetivity

6. Territories

1. Engagement

2. Micro-culture

3. Social structure

4. Organic growth

5. Longetivity

6. Territories

Info

rmal


(1) Engagement

• Shared interests or goals but that are continually renegotiated

• Spend time to help peers• Interdepency: Need each

other to reach their goals• Lower at the periphery


(2) Micro-culture

ValuesWays of doing things

Conventions Conversational rules

Behavioral rulesRituals

Narratives

Examples from TecfaMoo community

«krosoft »Don’t use the mail for this! AFK, BRB, ;-) , …« The second is flexibility (…) »Knock before entering a room.« Wizard » party…

Convey tacit, informal knowledge to newcomers


(3) Social Structure

• No pre-defined hierarchy

• Emergent structure• Materialized by

privileges, rituals, …

Maarten de Laat (CSCL 2002)


(4) Organic growth

• Defines itself • Participation creates

membership: Whoever participates, shares interests or goals

• Flexible boundaries

Kim A. J. (2000) Community building on the web. Peachpit Press, Berkeley.

Visitor (no stable identity)

Novice (learns how to integrate)

Regular (comfortably

participating in community life)

Leaders (keep the comunity running

Elders (long-time regulars and leaders

who share their knowldeg and pass along the culture)


(5) Life cycles & duration

• No institutional schedule

• May end when interests disappear or when goals are reached (but goals change over time)

• Variations of commitment

• Life cyclesPote

nti

al

Coale

scin

g

Act

ive

Dis

pers

ed

Mem

ora

ble

WengerWenger, E. (1998) Communities of Practice, Learning as a social System. In Systems Thinker, June 1998

Stages of Development (Wenger, 2000)


Limits of The Community ModelLimits of The Community Model• Several limits of the Store&Retrieve Model are also relevant here:

• Too time consuming

• Knowledge is personal: privacy, confidentiality, spies, data protection laws,…

• Transparency is not always compatible with management; some things must remain tacit & implicit

• Knowledge is power: if I shared it, I loose my power

• If my knowledge is incorrect, everybody can see it.

• How to be aware that the information is need is available?

• How to search / find relevant information?

• Commitment cannot be decided top-down, they emerge bottom-up One can hardly create a community

• Communities live and die

• Communities are not under control


GROUP

ORGANISATION

COMMUNITY

Social S

cale

PSYCHOLOGY

SOCIOLOGY

Micro

Meso

Macro

Knowledge Managment

Communities


Synthesis

• Knowledge is the asset; knowledge management is a main factor of effectiveness for large organizations.

• Groupware support knowledge management– There is no solution to knowledge management because we can

store information, but the receiver must still turn this information into knowledge.

– However, making explicit the ways of sharing information may already have a positive impact on the organization

• Groupware support community building– Communities spontaneously emerged using web portals, inside

organization or simply in the society.– But communities are complex organic entities that need

commitment before tools

CSCW – Module 10 – Page 1 P. Dillenbourg & N. Nova Module 10 : Knowledge Managment.

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Transcript of CSCW – Module 10 – Page 1 P. Dillenbourg & N. Nova Module 10 : Knowledge Managment.