KNOWLEDGE MANAGEMENT & DECISION SUPPORT SYSTEMS

Discussion 03 KNOWLEDGE GENERATION 20-09-2013

Dr Sajid Hussain Awan, Associate Professor, HOA, APCOMS

Nice words
2

We always know more than we will say, and we will always say more than we will write down (Dave Snowden, 2000).

Contents
3

Knowledge generation KM creation A transition from tacit to explicit The concept of Ba SECI Model

KM creation A transition from tacit to explicit

The Knowledge Creating Company (1995) by Nonaka and Takeuchi triggered the second phase of Knowledge Management. For the first time, in common business language the words tacit and explicit were introduced (although Polyani had explored the subject in his 1962 Terry Lectures at Yale University). The popular success of The Knowledge Creating Company raised Knowledge Management to a practice in consulting firms and launched several software products to support collaboration. These technologies were labeled groupware or collaborative technology and were packaged with

The concept of Ba: building a foundation for knowledge creation

Nonaka (1998) equates the Japanese concept of ba with a shared space for emerging relationships and uses it as a foundation for knowledge creation. Ba means virtual, physical and mental space, where individual feels part of the environment and helps create knowledge. Its based on reflective thought processes and sharing.

SECI Model Nonaka & Takeuchi (1995)

Knowledge creation or generation is the transference of tacit knowledge into explicit one.

Knowledge Generation
7

The actual process of conducting research and producing new knowledge. Knowledge coordination and codification Managing information whether in the form of multimedia for marketing purposes or heuristics for decision making typically involves eight discrete stages as well as a tracking function.

KG as the basis of competitive advantage

Knowledge generation (KG) and codification are essential parts of knowledge management for organizations aiming to gain competitive advantages (Davenport & Prusak 2000; Sorensen 2001).

KG the goals of good knowledge management

KG can be achieved through many knowledge methods such as:

Mentoring, Training and development, Knowledge project, Knowledge repository, Communities of practice, Intermediary role, Story telling, Collaboration, Social network analysis, Scenarios, knowledge mapping, and Experiments (Fahey et al., 2001).

KM stages
10

1.
2. 3. 4. 5. 6. 7. 8.

These stages constitute the KM life cycle: Knowledge creation or acquisition Knowledge modification Immediate use Archiving Transfer Translation/repurposing User access Disposal

Modes of KG
11

Five modes of knowledge generation: Acquisition Dedicated resources Processes

R

&D Fusion Adaptation Innovation

Knowledge networking Rental

KM process
12

Knowledge Generation

Creation Acquisiti on Synthesi s Fusion Adaptati on

Knowledge Transfer

Knowledge Codification

Capture

Represent ation

13

Applying knowledge engineering to knowledge management

Knowledge engineering process Knowledge Acquisition

Generation Preservation Exploration Interpretation Make process in the human brain transparent Transfer experts knowledge to create tangible asset

Knowledge Elicitation

Knowledge Representation

Providing of theories and systems for expressing structured knowledge and for accessing and reasoning with it in a principled way.

Enabling knowledge creation

14

Five knowledge enablers Instil a knowledge vision Manage conversation Mobilise knowledge activists Create the right context Globalise local knowledge

KM process

Identify Capture Select Store Share Apply Create Sell

Enabling knowledge creation

Risk Minimizers

Content focus

Focus on existing knowledge

1 an . Ca d pt Lo ur ca ing tin g

2. an Tran d Sh sfer ar i ng i ng

Efficiency Seekers

3. En ab lin g
Focus on new knowledge

Process focus

Innovators

Knowledge management tools

Tools for knowledge socialization Tools for knowledge externalization Tools for knowledge combination Tools for knowledge internalization Software for collaboration

Tools for knowledge socialization

Communication enablers

Watercoolers

Telephone

Conversations at the water cooler or in the company cafeteria are often occasions for knowledge transfer Telephone also is a form of knowledge transfer through conversation Chat is another form of informal knowledge transfer through personal conversation to electronic conversation.

Chat

Tools for knowledge socialization

Video conferencing Is used to see the person or group with whom you are working virtually Combine virtuality with face-to-face collaboration. It enables people to exchange both video and audio across a distributed network Allows people to meet face to face in small or large groups with colleagues for meetings, corporate training, and distance learning programs without participants being required to travel to a central location

Tools for knowledge socialization

Web Conferencing Enables virtual meetings where users from different locations connect, conduct meetings, and share information as if everyone were in the same room Allow participants to collaborate, share documents, and can add content to them Two Types of Web Conferencing
Real-time conferencing Non-real time conferencing

Tools for knowledge socialization

Digital Whiteboards Permits real time display of drawings, pictures or documents for group discussion and comment Can capture whatever is drawn on regular paper notepads, and store as image on a personal computer Can be networked to allow multi-user collaboration over the Internet

Tools for knowledge socialization

Bulletin boards Bulletin boards are used to post notices and facilitate discussions on any topic Electronic bulletin boards allow users to publish live, digital content to public spaces Two types Simple bulletin boards Electronic bulletin boards

Tools for knowledge externalization

Expert systems Knowledge intensive computer programs that capture the expertise of a human in limited domains of knowledge Include rule-based systems, decision trees and also casebased reasoning systems Arrives at intelligent solutions to user queries by using the rules contained in the systems knowledge base

IF {condition} THEN {do this} ELSE {do something else}

Tools for knowledge externalization

Yellow Pages Web-searchable electronic version of skills list Pointers to expertise Helps on locating and discovering organizational knowledge Sample key entries in Yellow Pages

Persons name Contact information (address, e-mail, telephone, web page) Professional background Practical experience Training

Tools for knowledge externalization

The idea of Yellow Pages

Find pointer to knowledge resource

Share knowledge with expert

Tools for knowledge externalization

Knowledge maps Graphical representation of knowledge and its relation to organizational concepts A form for categorizing organizational knowledge systematically mapping them Consists of elements that in fact are pointers to knowledge Are designed to help people find where they have to go to get the required knowledge Yellow Pages also can be organized as a knowledge map by categorizing and representing personal profile data in specific manner

Tools for knowledge externalization

ITEMS OF SELECTED DOMAIN

Yellow Pages as a knowledge map

DOMAINS OF MAP

Marketing

Information Systems

PERSONAL PROFILE

Finances

Technician

Tools for knowledge externalization

Data warehouse Collection of summarized data from various sources, structured and optimized for query access using OLAP (on-line analytical processing) query tools Organize and collect data into databases Are used to hold explicit knowledge which helps people to create new tacit knowledge Helps company personnel to identify hidden business opportunities Improves productivity through improved access to information and knowledge

Tools for knowledge externalization

Intelligent Agent-based tools Filtering, editing, searching, and organizing pieces of knowledge are essential though frequently overlooked components of successful knowledge management Search tools need to integrate knowledge latently existing in a companys transaction databases, data warehouses, discussion databases, documents, informal media, and, most importantly, in peoples mind Different types of intelligent agents

Search agents Browsing agents Monitoring agents E Commerce agents Mail agents Web mastering agents

Tools for knowledge combination

Intranets

Designed to focus on the employee, and on improving workflow and business processes
Useful for knowledge distribution, connectivity, and publishing Intranet is not only a connection medium but also a knowledge base Owing to their consistent, platform-independent access formats such as rich HTML, and a common, consistent protocol (HTTP), makes it possible to access and view documents of different file format, operating system, or communication protocol Besides information distribution and publication, intranets provide the backbone platform for push delivery of information to users desktops

Tools for knowledge combination

Groupware Software that supports communication and collaboration between people Groupware tools provide a document repository, remote integration, and a base for collaborative work Groupware tools consist of

Group calendars Project management module File management Yellow Pages Mail & fax support Forum & chat Voting system Search Bulletin boards Conferencing And other

Tools for knowledge combination

Forums In forums topics are posted to a website for discussion and comment where participants can follow a line of discussion on a topic These discussions give rise to a library of information on a wide variety of subjects New knowledge can be transmitted via the forums to others who have similar problems

Tools for knowledge combination

Workflow management systems Workflow can be described simply as the movement of documents and tasks through a business process Workflow Management Systems allow organizations to define and control the various activities associated with a business process Categories of workflow applications Production Workflow Systems Messaging-based Workflow Systems Web-based Workflow Systems Suite-based Workflow Systems

Tools for knowledge combination

Balanced scorecard The balanced scorecard is a management system (not only a measurement system) that enables organizations to clarify their vision and strategy and translate them into action It provides feedback around both the internal business processes and external outcomes The balanced scorecard retains traditional financial measures

Tools for knowledge combination

Four dimensions of balanced scorecard

http://www.balancedscorecard.org/basics/bscl.html

Tools for knowledge internalization

Neural networks Neural network is a hardware and software that attempt to emulate the processing patterns of the biological brain Neural networks have learning capabilities A generic artificial neural network can be defined as a computational system consisting of a set of highly interconnected processing elements, called neurons Neural network becomes immensely promising when you have data but lack experts to make judgments about it But it is necessary to spend much time training the neural network, cleaning up data, and preprocessing

Tools for knowledge internalization

Some points how neural networks can be used Neural networks can be developed for capturing the meaning of words relative to the context in which they appear Neural networks can be used in data mining Neural networks have been much applied within the medical domain. For example, for clinical diagnosis, image analysis and interpretation, signal analysis and interpretation, drug development Many other fields

Tools for knowledge internalization

Case-based reasoning Case-based reasoning approach allows companies to learn from previous problems or cases to solve the present problems similar to the past ones The case-based reasoner solves new problems by using or adapting solutions that were used to solve old problems Using past knowledge gained from several projects reduce the task to a simple match and cut-and-paste job Solving the problem by analogy make the process of arriving at the solution faster, better, and easier than it would have been had if started from scratch

Tools for knowledge internalization

6
Selects the approp riate ca se

Describes the problem

Problem description

ca s

ut es S en ds
4

ew

the n

The idea of casebased reasoning

Case base

Add s

at tr ib

Deliver s simila r cases

c1 c2
Matching cases

3
Searches for similar cases

es ri e v s Ret g case chin ma t

c3

Software for collaboration

Tacit Active Net Helps to find people Initiate and manage collaboration Coordinate your activities automatically with those of other people across the enterprise Automatically learns about people's activities and focus, and identifies who should be talking or working together Makes it easy to locate and share files, find answers to questions, or find the online conversations you should join

Software for collaboration

Tacit ESP (expertise search for portals) Flexible software foundation for complete collaboration management Automatically discovers an individuals business activity and expertise

Software for collaboration

Tacit Knowledge Mail Automatically learns about the work-focus, interests, and experiences of each user Intelligently distinguish between critical business knowledge and noise Dynamic search and information-routing capabilities are integrated directly into Microsoft Outlook and Lotus Notes

43

New software helps HR drive business decisions

T+D, Sep2013, Vol. 67 Issue 9, p18-18

Web data an employees toolset to help him succeed

44

Pleases read this article:

http://www.amanet.org/training/articles/Add-Web-

Data-to-Your-Employees-Toolset-to-Help-ThemSucceed.aspx?pcode=XA9T&CMP=NLCLeadersEdge&wm_tag=email

KAP Tool
45

The Kukard-April-Pinkham (KAP) is a diagnostic tool designed to raise awareness of the potential gaps that exist within departments, divisions, and business units and encourages subsequent action planning and steps on the part of management. The tool evaluates the peoples readiness of an organization for a Knowledge Management initiative and is based on the Adizes curve.

46

Adizes organizational lifecycle stages