The Fabric of Knowledge Management: Designing KM for Diverse Outcomes

1. The Fabric of Knowledge Management: Designing KM for Diverse Outcomes Susan Mohrman Center for Effective Organizations Marshall School of Business University of Southern California

2. KNOWLEDGE MANAGEMENTCreating the context for effectively acquiring, leveraging, generating, applying and deriving value from knowledge. KNOWLEDGE Information combined with experience, context, interpretation and reflection (Davenport). ORGANIZATIONAL KNOWLEDGE Information that is relevant to purpose, actionable, and at least in part is based on experience and interactions (Dorothy Leonard Barton). Knowledge Comes From Sensemaking SM31L

3. Organizational Knowledge is: Organizational Knowledge is: • Both explicit and tacit • Explicit knowledge can be formalized and codified, embodied in standard process, documented and taught • Tacit knowledge is unconscious and cannot easily be transmitted by formal description- requires interaction and modeling to be transmitted • Both individual and collective • Embodied in individual expertise • Embodied in communities of practice • Embodied in collectives of expertises that work collaboratively SM1J

4. Creating Knowledge Maps • What knowledge is critical to your company’s operating performance? • What knowledge differentiates it from competitors? • How and where is that knowledge created or attained? • Where is it applied? • Is there value in sharing it? (can it be leveraged?) • How does it travel from one part of the organization to another? (how is it leveraged?) SM27M

5. Unit B ExternalKnowledge Unit A Internal / ExternalCustomers Knowledge Management Knowledge Management Leveraging Importing Feedback Generating & Applying Feedback SM60L

6. Knowledge Base 1 CreativeCombination Knowledge Base 2 New Knowledge Knowledge Base 3 Creating New Knowledge(Applying and Generating Knowledge) SM44M

7. Continuous Process Improvement EmbedinProcess Innovate&Improve SM30M

8. Reciprocal Interdependency Sequential Interdependency * Term comes from Pava, 1983. Saturated Interdependency* of Knowledge Work SM36M

9. Outputto Customer Inputs/ Raw Materials/ Information Process-Based Groupings SM35M

10. HQ HQ = Team A = Team B = Shared R + D Global Teams SM37M

11. Knowledge Networks Executive Team Integrating Councils Shared Services Management TeamUnit 1 Management TeamUnit 2 Integrating Teams Integrating Teams Knowledge Network Team Team Team Team Team Team SM33M

12. Knowledge Processes • Focusing on Performance of the System • Applying Standard Processes (Using Embedded Knowledge) • Sharing, Combining Knowledge • Trying New Approaches  SM40M

13. System Performance Focus Generating & Applying Knowledge Connecting Knowledge Systematic Processes Trying New Approaches SM45M

14. Generating & Applying Knowledge System Performance Focus Process & Methods Improvement Systematic Processes Trying New Approaches SM46M

15. Generating & Applying Knowledge Connecting Knowledge System Performance Focus Process & Methods Improvement Systematic Processes Trying New Approaches SM47M

16. System Performance Focus Systematic Processes Connecting Knowledge Trying New Approaches Generating & Applying Knowledge Process & Methods Improvement IT Quality X X X X Direction & Performance Information X X X X X Developmental Emphasis X X X X X SM48M

17. Conceptual Model of OrganizationKnowledge System KNOWLEDGE RELATED PROCESSES KNOWLEDGE OUTCOMES CONTEXT EFFECTIVENESS Creating and Applying Knowledge: -to products -to methods and processes Focuses Attention Delivering on Strategy For Value Creation Extend Sense-making And Learning Embodies & Conveys Shared Meaning About Purpose Connects Expertise Clarity Disseminates Codified Knowledge Develops Needed Expertise SM49M