Knowledge * Management

1. Knowledge* Management *Familiarity, awareness, or understanding gained through experience or study

2. Learning Outcomes After completing module 2 you should be able to: • relate the context of the knowledge management concept to others in your organisation; • conduct a maturity analysis for knowledge management (knowledge management strategic planning process); • establish a community of practitioners (COP); and • develop a knowledge management roadmap

3. “Knowledge is power” “Knowledge management is a philosophy”

4. KM has always been with us... Respect and trust forms an integral part of the knowledge management process.

5. Types of Knowledge • Explicit Knowledge • Expressed knowledge, e.g. data, manuals etc. • Readily transmitted • Easily processed • Tacit (Implicit) Knowledge • Subjective and personal • Insights, intuition, hunches • Difficult to transmit • Two types: • Technical dimension ‘know-how” • Cognitive dimension ’beliefs, perceptions, ideals, values and mental models”

6. Tacit and explicit knowledge Tacit* knowledge is “personal know how” that is generated through personal life experience in every individual. * Not spoken (indicated tacit approval by smiling and winking, implied by or inferred from actions or statements) When individuals share and combine their tacit knowledge in a structured manner the knowledge becomes explicit.

7. Tacit and explicit knowledge Explicit* knowledge is knowledge accessible to all people. * Fully and clearly expressed, defined or formulated: leaving nothing implied. Forthright and unreserved. Readily observable. Explicit knowledge, internalised by individuals again becomes part of the personal tacit knowledge base of the individual

8. Testing understanding Group Discussion Identify examples of TACIT and EXPLICIT knowledge in your circle of colleagues/situations

9. Knowledge Management is the process where tacit knowledge that exists between people is captured by making the knowledge explicit, through documentation, graphs, charts, reports, case studies and lessons learnt. ... therefore, Knowledge Management is the explicit and systematic management of vital knowledge and its associated processes of creation the organisation of collated knowledge, sharing of knowledge and use of that knowledge

10. Organisational learning • The leader’s new work • New skills • Building shared vision • Surfacing and testing mental models • Systems thinking • Personal mastery • Team learning • Blueprint for a learning organisation

11. Organisational learning Organisational learning (OL) refers to theprocess through which an entity (whether it bean individual, group of individuals that act on behalf of the organisation, or the organisation itself) employs enabling abilities to create, share and retain knowledge within a system.

12. Organisational learning through KM embedded EXPLICIT knowledge TACIT knowledge knowledge transfer knowledge transfer TACIT knowledge released Continuous processes

13. KM value add Data (research) Information (organisation) Knowledge (conversation) Wisdom (reflection)

14. Knowledge supply chain Concept usable knowledge Transferring knowledge Applying knowledge Creating or discovering new knowledge Making knowledge transferable Documentation and people Tacit to explicit Continuous flow of information and knowledge Research Teaching User

15. In another way... WISDOM Joining of the “wholes” KNOWLEDGE FUTURE Formation of a whole Novelty INFORMATION CONTEXT Connection of parts DATA PAST Experience Gathering of parts UNDERSTANDING Researching Absorbing Doing Interacting Reflecting

16. The Structure of Competence Skills Communication skills, Conflict resolution, Planning Diversity Management Key Competence Behaviour Empathy, Acceptance, Congruence, Flexibility, Courage Knowledge Theories Systems Processes

17. Testing understanding Group Discussion Identify practical examples of data, information, knowledge and wisdom

18. Criteria for Sound Information • Relevant • Timely • Cost-effective • Accurate What happens if it isn’t?

19. Classification of Information • Origin: internal or external • Time basis: historical, current, future • Management level: strategic, tactical, operational • Functional

20. “Knowledge is information that changes something or somebody – either by becoming grounds for actions, or by making an individual (or institution) capable of different or more effective action.” -Peter F. Drucker in The New Realities

21. Why knowledge management? • Effective planning requires current and up-to-date information • Effective decisions should be based on good information • Organisational processes, embedded routines and systems develop core competencies

22. Why... Instilling Knowledge Management principles ensures the capturing of: • knowledge that will create and facilitate institutional memory. • This will assist in the induction processes for new and existing role players and stakeholders

23. Knowledge intensive situations • Knowledge creation • Learning-by-doing • Knowledge sharing within organisations • Inter-team building of capital • Knowledge sharing between organisations • Client influence • Client teams • Boundaries

24. Enabling knowledgemanagement Culture Infrastructure Design Plan knowledge Measures Technology Implement

25. Individual task Activity 2.1 (P 65) Activity 2.1: Knowledge management and strategy – Its application in environmental analysis • How can the application of KM principles enable more effective evaluation of external environmental developments in your particular Department • Explain how the external environments may influence your department and why information on these is important

26. Knowledge Management Framework

27. Knowledge Management and Performance Improvement (capacity building) • Public service challenges: • Rate of innovation • Focus on creating value to customers • Reduced size of workforce • Knowledge – time + experience to acquire • Employee pool – early retirement – increased mobility • Changes to strategy may lead to a loss of knowledge

28. For KM, Institutions need to... • Have an organisation-wide vocabulary • Identify, model and explicitly represent their knowledge • Share, re-use knowledge – between various applications • Create a culture that encourages knowledge sharing Which is the most important?

29. Levels of information

30. Group task Activity 2.3 (P 70) Aspects of Knowledge • How do you propose to further the cause of knowledge management with the assistance of the Internet, Intranets, e-mail facilities and departmental workshops? • How important are explicit knowledge and tacit knowledge in a public sector organisation? • Which of these two types of knowledge are more important? Why do you have this view? • As far as the different types of information needed by the three different organisational levels are concerned, explain where either tacit or explicit knowledge are more important? Motivate your answer.

31. Creating a Knowledge Sharing Culture • Role of IT and Communications Technology should not be overemphasized. • Limitation of technology to transfer tacit knowledge. • Remove barriers that restrict knowledge sharing. • Face to face interaction should be encouraged • Knowledge sharing should be encouraged by reward systems. • Intra-organisational boundaries should not limit co-operation.

32. Knowledge Sharing Through Communities of Practice (COPs) • Innovative technique to bring staff together and to facilitate knowledge sharing- COP • Communities Of Practice • Group of people • Meet regularly • Share practical experiences and specialist skills • About a common interest or problem • May include people from other organisations

33. Group discussion Activity 2.4 (P 73) • Discuss how you propose to establish a COP in your department. • You have to address the issues of whom to include, which technologies to utilise, the suggested balance between virtual and personal contacts, the frequency thereof and how to assess its effectiveness. • After the group discussion, you should present your suggestions to the rest of the class

34. Objectives of Knowledge Sharing • Accelerating innovation • Connecting “Islands” of knowledge • Cross-sharing of knowledge

35. Knowledge Management Roadmap • Visualise critical knowledge assets • Relationship between competencies and technologies • Allow: • Individual knowledge management actions defined and justified • Communication of work progress of KM programmes • Management aid for implementation and evaluation of KM programmes • Effective communication between stakeholders • Identification of knowledge gaps

36. Group discussion Activity 2.5 (P 75) Implementation of COPs • Discuss how you propose to introduce a COP between different spheres of government and other relevant stakeholders with a view to assisting local communities in creating home-care environments for rural HIV/AIDS sufferers. • Your objective is to establish an effective intergovernmental forum through which problems and best practices may be tabled, discussed and disseminated

37. Checking learning outcomes Are you able to... • relate the context of the knowledge management concept to others in your organisation; • conduct a maturity analysis for knowledge management (knowledge management strategic planning process); • establish a community of practitioners (COP); and • develop a knowledge management roadmap