KNOWLEDGE CAPTURE TECHNIQUES

1. KNOWLEDGE CAPTURE TECHNIQUES

2. Process of observing, interpreting, and recording expert’s problem-solving behaviour as it takes place • Places the knowledge developer closer to the actual steps and procedures used by the experts On-Site Observation

3. Problems: • Some experts do not like to be observed • Reactions from peers during observation can be distracting • Accuracy or completeness of captured knowledge weakened by time gapbetween observation and recording On-Site Observation (cont)

4. An unstructured, consensus-based approach to generating ideas about a problem • Suitable for multiple experts • All possible solutions considered equally • Goal is to foster the frequency of responses during the session • Conclude by idea evaluation Brainstorming

5. Introduce and coordinate the brainstorming session • Give experts a problem to consider • Prompt experts to generate ideas • Watch for signs of convergence • Call for a vote to reach agreement Role of Knowledge Developer in Brainstorming Session

6. Computer-aided approach to brainstorming • Promote instant exchange of ideas between experts • Require a pre-session plan to identify objectives and structures the agenda • Anonymity reduces effects of shyness, etc. • Shorter meeting with concise recommendations Electronic Brainstorming

7. Think-aloud approach • Expert verbalizes while going through a problem solution • Protocols are recorded and analyzed • Knowledge developer does not interfere in the solving process • Structuring of recorded information occurs when knowledge developer analyzes the protocols. Protocol Analysis

8. Consensus is a process for group decision-making • Input of all participants are gathered and synthesized to arrive at a final decision, that is acceptable to all • Through consensus, not only achieve better solutions, but also promote community and trust • As a tool, it follows brainstorming Consensus Decision Making

9. A proposal for resolution is put forward • Amend and modify proposal through discussion • Those participants who disagree with the proposal have the responsibility to put forward alternative proposals • The one who put forward the proposal, with help of facilitator, can choose to withdraw proposal if seems to be dead end. Consensus Procedure (Steps 1-4)

10. When a proposal seems to be well understood and no new changes asked for, the facilitator confirm any objections • If no objections, the facilitator can call for consensus • If there are still no objections, then after a moment of silence, you have the decision • If consensus appears to have reached, the facilitator repeats the decision so everyone is clear Consensus Procedure (Steps 5-8)

11. An idea writing technique • A structured variation of small group discussion method • Prevents the domination by a single expert • Encourages the more passive experts to participate • Results in a set of prioritized solutions or recommendations Nominal Group Technique (NGT)

12. Effective in minimizing differences in status among multiple experts • Each expert has an equal chance to express ideas in parallel with other experts in the group(s) • With the discussion proceeds in controlled order, it can be more efficient and productive than brainstorming NGT (Advantages)

13. Technique can be time consuming • Could promote impatience among experts who must listen to discussions with other experts • With multiple experts sharing expertise, a cause of difficulty in adopting the best solution NGT (Drawbacks)

14. A survey of experts • A series of questionnaires developed to pool experts’ responses in solving a difficult problem • Each expert’s contributions shared with rest of experts by using results of one questionnaire to construct the next questionnaire Delphi Method

15. Pros • Anonymous response • Controlled feedback • Statistical group response Cons • Poorly designed questionnaire can be ineffective in capturing the complexity of the problem domain • Experts may lack complete knowledge to base their answers Delphi Method (Pros and Cons)

16. A network of concepts, consisting of nodes and links • A node represents a concept and a link represents the relationship between concepts. • An effective approach for: • design a complex structure (Web sites) • generate or communicate ideas (e.g., during brainstorming) • diagnose misunderstanding Concept Mapping

17. Participants are assumed experts with unique experience • Each expert has equal chance to contribute to the solution via the blackboard • Process continues until the problem has been solved Blackboarding (Groupware)

18. Participants share a common protocol for interaction • Organized participation • Iterative approach to problem solving • Flexible representation of information • Efficient storage and location of information Blackboarding (Characteristics)

19. Types of Knowledge Management Systems

20. Knowledge management systems (KMSs) • Information systems “developed to support and enhance the organizational knowledge processes of knowledge creation, storage, retrieval, transfer, and application (Alavi & Leidner, 2001, p.114).” What are Knowledge Management Systems?

21. Expert Systems • An information system used to make choices that would normally be performed by a domain expert, such as in the diagnosis of a problem. Types of Knowledge Management Systems

22. Groupware • Groupware systems facilitate collaboration between workers. They may assist workers in sharing appointment calendars or sending messages between them. Types of Knowledge Management Systems

23. Document Management Systems • Document management systems enable users to perform versioning, store and share documents, and search through documents more efficiently. Types of Knowledge Management Systems

24. Decision Support Systems • Presents information to users in a manner that they can make informed decisions more easily. Types of Knowledge Management Systems

25. Database Management Systems • Database management systems assist in use the collection of data stored within a database by enabling easy storage and retrieval. Types of Knowledge Management Systems

26. Simulation Systems • Simulation systems are used for modeling a real world scenario and for testing the effects of scenarios that are either unsafe or not economical to perform with their real world equivalents. Types of Knowledge Management Systems

27. Knowledge Management involves maintaining as much of the knowledge worker’s relevant knowledge for the corporation as possible. • A KM initiative must reflect the reality that knowledge workers vary in knowledge, skills, and aptitude. • In evaluating the contribution of knowledge workers in the modern knowledge organization, there is a significant difference between knowing and doing. Issues in KM of Workers

28. The knowledge worker–management relationship can’t be left to chance but must be managed. • A KM initiative must include investing in knowledge worker loyalty. • Continuing knowledge worker education is essential to maintaining the value delivered by knowledge workers.

29. Although communities of practice are self-organizing structures, management should facilitate their formation and direction. • A new business model or management initiative, no matter how innovative and promising, must consider human behavior. • A KM initiative represents additional overhead, much of which is borne by knowledge workers in their daily work.

30. Difficulty Locating Alternative Employment. The difficulty in identifying alternative employment opportunities that offer comparable compensation. • Emotional Bond. Trust, respect, recognition, camaraderie, and other emotional issues. The stronger the emotional bond, the greater the investment a worker will make in their work, and the more the corporation should value them. Knowledge Worker Loyalty

31. Investment. A knowledge worker’s total investment of time and energy, in their relationship with the company. • Compensation. The value the corporation places on the knowledge worker’s contributions.

32. Employment Alternatives. The number of alternative businesses that offer comparable compensation for comparable contributions. • Frustration Level. The knowledge worker’s level of frustration surrounding the work environment, especially their relationship with the management and other knowledge workers. Detractors from Knowledge Worker Loyalty Behavior: