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Knowledge sharing is power. Judy Payne, Henley KM Forum. October 2007. Tacit. Explicit. DATA Dispersed elements. Depth of meaning. INFORMATION Patterned data. KNOWLEDGE Validated platform for action. WISDOM Implicitly knowing how to generate, access and integrate knowledge.

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Knowledge sharing is power

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Knowledge sharing is power l.jpg

Knowledge sharing is power

Judy Payne, Henley KM Forum

October 2007


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Tacit

Explicit

DATADispersed elements

Depth of meaning

INFORMATIONPatterned data

KNOWLEDGEValidated platform for action

WISDOMImplicitly knowing how to generate, access and integrate knowledge

(from Saint-Onge, 1996)


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What is knowledge management?

Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance

(Skapinker, 2002)


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Knowledge Management Continuum

Capture

Codify

Store

“Explicit”

Connect

Communicate

“Tacit”

Knowledge networks

Communities

Expertise directories

Document Management

Processes and workflows

(Larry Prusak, IBM)


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In practice…

  • Learning from successes and mistakes

    • using existing knowledge to improve today’s performance.

  • Learning how to be more successul

    • creating new knowledge to improve tomorrow’s performance

  • Improving collaboration

    • joining things up

  • Having the right knowledge in the right place at the right time

    • to make better decisions


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But…

  • Knowing is a human capability. Knowledge itself can’t be managed.

  • Collaboration is a pre-requisite for knowledge creation and sharing.

  • Collaboration is voluntary.

  • What we can do is create the right environment and provide appropriate tools for people to collaborate and to create and share knowledge.


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What KM people talk about - environment

Culture

Trust

Learning

Collaboration

Strategy

Change management

Alliances and partnerships

Performance

Motivation

Knowledge flows


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What KM people talk about – tools

Communities and networks

Wikis

Extranets and intranets

EDMS

Post-project reviews

After action reviews

Mentoring and apprenticeships

Storytelling

People finders

Discussion groups


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Individual employees

External relationships

Organisation

Henley KM Forum Integrated KM model

  • Nine knowledge flows

  • Four alignment factors that influence the effectiveness of the knowledge flows:

    • motivation

    • skills and knowledge

    • action required

    • the environment

  • KM maturity = all nine knowledge flows working together in an integrated and appropriate way


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KM challenges in project-based organisations

Projects are…

  • Unique

    • “my project is different so I can’t learn from yours”

  • Novel

    • “no-one will have had this problem before…”

  • Transient

    • New relationships for each new project

  • Closely controlled

    • No free time or space


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Types of project

Greater chance of failure

Type 2

Product development

Type 4

Research and organisational change

No

Methods well defined

Type 1

Engineering

Type 3

Systems

development

Yes

Greater chance of success

Yes

No

Goals well defined

(Turner and Cochrane, 1993)


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Different management approaches

Greater chance of failure

Milestones (components of product)

Mission definition, team building, refinement of objectives

No

Methods well defined

Task and activity scheduling

Milestones (life cycle stages)

Yes

Greater chance of success

Yes

No

Goals well defined

(Turner and Cochrane, 1993)


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Types of KM practice


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Different KM approaches?

Greater chance of failure

No

Methods well defined

Yes

Greater chance of success

Yes

No

Goals well defined

(Turner and Cochrane, 1993)


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Suddenly, a heated exchange took place between the king and the moat contractor


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