Knowledge Management

KNOWLEDGE IS LIKE LIGHT. Weightless and intangible, it can easily travel the world, enlightening the lives of people everywhere. Yet billions of people still live in poverty unnecessarily. Knowledge about how to treat such a simple ailment as diarrhea has existed for centuries but millions of children continue to die from it because their parents do not know how to save them.
Source: Opening statement of the World Bank 1998/99 World Development Report: Knowledge for Development.
Human history becomes more and more a race between education and catastrophe. H.G. Wells.

Knowledge Management

United Features Syndicate, Inc.

KM is Nonsense
KM is a management consultant conspiracy (search and replace marketing). KM practitioners dont know what knowledge really is. KM is the Learning Organization rebranded. KM cheerleaders misunderstand tacit knowledge (Polanyis sense). KM is nothing new.
Source: Wilson, T.D. (2002). The nonsense of knowledge management. Information Research, 8(1).

What is Knowledge Management?

Defined in a variety of ways. KM in education: a strategy to enable people to develop a set of practices to create, capture, share & use knowledge to advance. KM focuses on:

people who create and use knowledge. processes and technologies by which knowledge is created, maintained and accessed. artifacts in which knowledge is stored (manuals, databases, intranets, books, heads).

Sources: Petrides, L.A. & Nodine, T.R (2003). Knowledge management in education: Defining the landscape. Edvinsson, L. & Malone, M.S. (1997). Intellectual capital: Realizing your company's true value by finding its hidden brainpower. Ford, N. (1989). From information- to knowledge-management. Journal of Information Science Principles & Practice.

Definition

A discipline and framework designed to help our organization acquire, package and share what we know to enable decisionmaking, creativity, innovation and communication.

Where does KM come from?

Technology

Infrastructure, Database, Web, Interface World wide markets, North American integration

Globalization

Demographics

Aging population, workforce mobility, diversity

Knowledge economy

Economics

Customer relations

Quality
Specialization, Volume, Order

Increase in information

Sources: Brown J.S. & Duguid, P. (1991). Organisational learning and communities-of-practice. Organisational Science. .ODell C. & Grayson Jr., C.J. (1998). If only we knew what we know. Stewart, T. (2002). The wealth of knowledge.

The Rise of the Knowledge Worker

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 1900 1910 1920 1930 1940 1950 1960 1970

*wages

1980

1990

2000

farmworkers service managerial & admin.

Source: Stewart T.A. (1997). Intellectual capital.

labourers & operators clerical prof. & tech.

crafts sales

Labour market employment shift to a knowledge economy

Average annual rate of growth in labour market sectors
Overall Production Services Data Management Knowledge

2.1 0.6 2.6 2.2 7.6 4.1 0 2 4 6 8

Source: Lavoie, M. & Roy, R. (1998). Employment in the knowledge-based economy.

Digital Students
By age 21, the average college student will have spent:
10,000 hours video games 200,000 emails 20,000 hours TV 10,000 hours cell phone Under 5,000 hours reading

Source: F. Prochaska, Students and Faculty Today: Inhabiting the Evolving Universe of Teaching, Learning, and Technology, 2003.

Why KM?

What is Knowledge?
Knowledge is justified true belief. Ayer, A.J. (1956). The Problem of
Knowledge.

Knowledge is a fluid mix of framed experience, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experience and information. It originates and is applied in the minds of knowers. In organizations it often becomes embedded not only in documents or repositories but also in organizational processes, practices and norms.
Davenport, T.H. & Prusak, L (1998). Working Knowledge.

Knowledge is information in action. ODell C. & Grayson Jr., C.J.

(1998). If only we knew what we know.

Data, Information & Knowledge

DATA Definition Raw facts, figures and records contained in a system. Processing INFORMATION Data placed into a form that is accessible, timely and accurate. Storing / Accessing. KNOWLEDGE Information in context to make it insightful and relevant for human action. Insight, innovation, improvement.

Reason

Source: Luan, J & Serban, A. (2002, June). Knowledge management concepts, models and applications. Paper presented at Annual AIR Forum, Toronto.

"We are drowning in information but starved for knowledge" Naisbitt , J. (1984) Megatrends: Ten new directions transforming our lives.

Two types of knowledge

Documented information that can facilitate action. Know-how & learning embedded within the minds people.

Explicit knowledge

Formal or codified Documents: reports, policy manuals, white papers, standard procedures Databases Books, magazines, journals (library)

Implicit (Tacit) knowledge

Informal and uncodified Values, perspectives & culture Knowledge in heads Memories of staff, suppliers and vendors Knowledge informs decisions and actions.

Sources: Polanyi, M. (1967). The tacit dimension. Leonard, D. & Sensiper, S. (1998). The Role of Tacit Knowledge in Group Innovation. California Management Review.

Layers of knowledge
Implicit (Tacit) In peoples heads. Individual Explicit Personal documents on my C:\ Formalized process for developing curriculum. Corporate polices and procedures.

Undocumented ways of working in teams, teaching. Organizational Cultural conventions known and followed but not formalized.
Source: Luan, J & Serban, A. (2002, June). Knowledge management concepts, models and applications. Paper presented at Annual AIR Forum, Toronto.

In the Business World

KM is becoming a big deal in industry. KM involves collaboration, organizational learning, best practices, workflow, IP management, document management, customer focus and using data meaningfully [data mining]. KM requires understanding the soft skills necessary to work with people.
Source: Clare Hart, President and CEO Factiva, Knowledge Management London 4 April 2001

What are USA companies doing?

0% Capture & share best practices Corporate learning strategies 20% 40% 60% 80% 100%

CRM

Competitive intelligence
[Source: Milan, J. (2001) KM: A revolution waiting for IR. Paper presented at the 41st Annual AIR Forum.]

81% of businesses with KM solutions see productivity improvements. [Malhotra, Y. (2001).

If Statistics measures KM It Must Exist.

Proportion of firms with dedicated spending on KM practices
2,000 & more workers 500-1,999 workers 250-499 workers 50-249 workers Less than 50 workers 0%
Source: Statistics Canada. (2002) Are we managing our knowledge?

10%

20%

30%

40%

50%

60%

What are organizations doing?

1.
2.

Knowledge capture and acquisition

E.g., environmental scanning.

Developing strategies for implicit K sharing:

E.g., CoPs, virtual teams, list of experts & mentoring.

3.

Using technologies to store, analyze & distribute explicit K.

Corporate portals, business K base, process control inventories, CRM.

Source: Statistics Canada. (2002) Are we managing our knowledge?

Technology Components of a KM Solution

Portals Websites Search Engines Shared Drives Specialty Knowledge Applications Share Point FAQ and Lessons Learned Online survey tool Knowledge and Information Tools

Illustrated KM Models
Tiered Knowledge Management Model (TKMM) in Institutional Research
Tiers: Tiers:
three

Data Mining Classical multivariate statistics

Knowledge Base Knowledge Workers Portals CRM

one

two

Querying OLAP

Collaborative Working Environment (CWE)

two

one

Data Warehouses Enterprise Resource Planning (ERP)

Knowledge Mapping

three

Explicit Knowledge

Tacit Knowledge

Source: Luan J. & Serban A.M. , (2002). KM: Building a competitive advantage in higher education.

High level view of Meyer and Zack KM cycle

Bukowitz and Williams KM cycle

Get

Assess

Knowledge
Use

Build sustain

Divest
Learn Contribute

Mcelroy end to end KM

Strategic implications of KM cycle

OD Change management CMM Quality Creativity & innovation Survival, sustenance and growth Optimizing collective wisdom

KNOWLEDGE MANAGEMENT MODELS

KNOWLEDGE MANAGEMENT
KNOWLEDGE MANAGEMENT is a collaborative and integrated approach to the creation capture,organization access and use of an enterprises intellectual assets.(patents,intellectual, property rights, know how,know why, experience ,expertise. The basic aim of knowledge management is to leverage knowledge to the organizations advantage.

Davenport & prusak

Data

A set of discreet, objective facts about events A message,usually in the form of a document or an audible or visible communication A fluid mix of framed experiences, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and applied in the minds of knowers. In organizations it often becomes embedded not onl in documents or repositories but also in organisational routines, processes, practices and norms

Information

Knowledge

Polyani
Knowledge is tacit or rooted in tacit knowledge Personal way of knowledge construction

Organisational epistemology
Georg von Krogh, Johan Roos

Distinguishes between individual knowledge and social knowledge Take an epistemological approach to organizational knowledge

How and why individuals within the organization come to know How and why organizations, as social entities come to know What counts for knowledge of the individual and the organization What are the impediments to organizational KM

Basis of Krogh and Roos model

Basis of Krogh and Roos model

Cognitivism

Knowledge is an abstract entity There can be no knowledge without a knower The process of organizational knowledge creation, related to the four dimensions of autopoietic systems, (1) autonomy, (2) being simultaneously open and closed, (3) self-reference and (4) observation
The process through which the autopoietical system and the world outside this system are connected - structural coupling - offers a complete new understanding of the fact that some organizations are more successful than others: the reasons are not the different inputs from an outside system but the different rules organizations have to manage the linkage with the outside world and to deal with these inputs.

Connectivism

Autopoietic

TWO DIMENSIONS OF KNOWLEDGE CREATION EPISTEMOLICAL AND ONTOLOGICAL

EPISTEMOLOGICAL DIMENSION Tacit and Explicit Knowledge

TACIT KNOWLEDGE personal, context specific, hard to formalize and communicate, cannot be articulated, embedded in individual experience. EXPLICIT KNOWLEDGE transmittable in formal systematic language. Mathematical expressions, specifications, manuals, documents etc,. Social interaction between tacit and explicit knowledge results in knowledge creation.
ORGANIZATIONAL KNOWLEDGE CREATION is a continuous and dynamic interaction between tacit and explicit knowledge.

ONTOLOGICAL DIMENSIONS individual, group, intra organizational, inter organization.

Organizational knowledge creation, therefore, should be understood as a process that organizationally amplifies the knowledge created by individuals and crystallizes it as a part of the knowledge network of the organization.

MODES OF KNOWLEDGE CREATION SECI Model - Nonaka, I. & Takeuchi, H Knowledge is created and expanded through social interaction between tacit and explicit knowledge. This interaction is called knowledge conversion. FOUR MODES (SECI Model)

Much knowledge, perhaps 80%, lies in people's brains. The aim for the knowledge worker is to find ways to collect this tacit knowledge. Socialization consists of sharing knowledge through social interactions.
SOCIALIZATION

It is a process of sharing experiences and thereby creating tacit knowledge such as shared mental models and technical skills. Sympathized. Field of interaction .

MODES OF KNOWLEDGE CREATION

SECI Model

EXTERNALIZATION The process of

externalization (tacit-to-explicit) gives a visible form to tacit knowledge and converts it to explicit knowledge. It can be defined as it is quintessential knowledge creating process in that tacit knowledge becomes explicit taking the shape of metaphors, analogies, hypotheses or models. Conceptualization. Dialogue or collective reflection. It often requires an intermediary journalist, researcher etc

MODES OF KNOWLEDGE CREATION

SECI Model
COMBINATION Combination is the process of recombining discrete pieces of explicit knowledge into a new form.

No new knowledge is created at this step. It is rather to improve what we have gathered so far, to make synthesis or a review report, a brief analysis or a new database. The content has been basically organized logically to get more sense, consolidated
it is a process of systemizing concepts into a knowledge system. Systemic. Networking

MODES OF KNOWLEDGE CREATION

SECI Model

INTERNALIZATION it is a process of embodying explicit knowledge into tacit knowledge. Operational Knowledge. Learning by doing.

The last conversion process, internalization, occurs through diffusing and embedding newly acquired and consolidated knowledge. In some way, internalization is strongly linked to "learning by doing". Internalization converts or integrates shared and/or individual experiences and knowledge into individual mental models. Once internalized, new knowledge is then used by employees who broaden it, extend it, and reframe it within their own existing tacit knowledge.

Knowledge conversion process

Knowledge spiral

ENABLING CONDITIONS
INTENSION

Organizations aspiration to its goals At the individual level, all members of an organization should be allowed to act autonomously as far as circumstances permit, By allowing them to act autonomously that organization may increase the chances of introducing unexpected opportunity interruption of our habitual comfortable state of being.Breakdown of routine habits or cognitive framework. When we face such a breakdown, we have an opportunity to reconsider our fundamental thinking and perspective. Creative chaos forces employees to relinquish the status quo and seek brand new solutions. existence of information that goes beyond the immediate requirement of organizational members. Redundant information enables individuals to invade each others functional boundaries and offer advice or provide new information from different perspectives learning by intrusion. It encourages frequent dialogue and communication. An organizations internal diversity must match the variety and complexity of the environment in order to deal with the challenges posed by the environment.

AUTONOMY

AMBIGUITY AND CREATIVE CHAOS

REDUNDANCY

REQUISITE VARIETY

FIVE PHASE MODEL OF ORGANIZATIONAL KNOWLEDGE CREATION PROCESS

SHARING TACIT KNOWLEDGE

sharing of tacit knowledge among multiple individuals with different background perspectives and motivations become the critical steps for organizations knowledge creation to take place. Typical field of interaction is self organization teams. the shared tacit mental models is verbalized into words and phrases and finally crystallized into explicit concepts.

CREATING CONCEPTS

JUSTIFYING CONCEPTS BUILDING ARCHETYPES

justified concepts is converted into something tangible or concrete namely an archetype.

CROSS LEVELLING OF KNOWLEDGE

new concepts which has been created, justified and modeled moves on to a new cycle of knowledge creation at a different ontological level. This interactive and spiral process which is called cross leveling of knowledge takes place both intraorganizationally and interorganizationally.

EXCHANGE BETWEEN TACIT AND EXPLICIT KNOWLEDGE DURING PRODUCT DEVELOPMENT AT HONDA Honda Civic and Accord becoming too familiar Inaugurated the development of a new car concept with the slogan Lets Gamble Product development team Two instructions a) come up with a product concept fundamentally different from anything the company had done before b) make a car that is inexpensive but not cheap. Product team leader coined a slogan AUTOMOBILE EVOLUTION what will the automobile eventually evolve into. Team members came up with the slogan MAN MAXIMUM, MACHINE MINIMUM Image of a sphere car simultaneously tall in height and short in length. TALL BOY product concept. The car inaugurated a whole new approach to design in the Japanese auto industry based on the man maximum, machine minimum concept which led to the new generation of Tall and Short cars now prevalent in Japan

CREATING KNOWLEDGE IN PRACTICE

Matsushita Electric Industrial Company Limited ACTION 61 Three year corporate action plan (Action, Cost reduction, Topical products, Initiative in marketing, Organizational reactivation and New management strength) Objective - To improve Matsishitas competitiveness in its core business thru careful attension to cost and marketing, to assemble the resources necessary to enter new markets historically dominated by competitors such as IBM, Hitachi, NEC and Fujitsu. Beyond Household Appliances. Three divisions - Rice cooker division, Heating Appliances Division and Rotation Division were integrated into Cooking Appliances Division

FIRST CYCLE EASY AND RICH Overall concept Members of the team was from several sections SECOND CYCLE THIRD CYCLE CROSS LEVELING OF KNOWLEDGE WITHIN THE DIVISION induction heating rice cooker, automatic coffee brewer. CROSS LEVELLING OF KNOWLEDGE BETWEEN THE DIVISION large screen TV - Goah The development of Home Bakery(bread making appliance) inspired the CEO to adopt HUMAN ELECTRONICS as the umbrella or grand concept for Matsushita SECOND CROSS LEVELLING OF KNOWLEDGE at the corporate level FIRST CYCLE Vision for the company where the company was heading and what kind of company they would like to be Human 21 Committee consisting of upper middle managers with heavy responsibilities Human 200 People Committee (what type of a group should Matsushita employees form) Voluntary individual who embrace values such as volunteerism, ambition, creativity and mental productivity Possibility Searching Company

SECOND CYCLE One of the operational means of achieving the objective was the reduction of working time MIT 93 (Mind and management innovation towards 93) MIT 93 promotion Office asked every division of Matsushita to develop new managerial and operational systems that would enable annual working hours to be reduced to 1800 hours. Guidelines that MIT93Promotin Office provided were a) analyze existing working hours and processes b) uncover causes of inefficiencies and c) to make people actually experience 150 hours a month schedule 1800 hours project resulted in the development of an innovative process called Concurrent engineering which could set all the specifications at an early stage of development and consequently reduce design changes at latter stages.

COMPARISON of Japanese style vs. western style organizational knowledge Japanese Organization creation
Group based Tacit knowledge oriented Strong on socialization and internalization Emphasis on experience Dangers of group thinkand overadaption to the past success Ambiguous organizational intention Group autonomy Creative chaos through overlapping tasks Frequent fluctuation from top management Redundancy of information Requisite variety through cross functional teams

Western organization
Individual based Explicit knowledge oriented Strong on externalization and combination Emphasis on analysis Danger of paralysis by analysis Clear organizational intention Individual autonomy Creative chaos through individual differences Less fluctuation from top management Less redundancy of information Requisite variety through individual differences.

SECI model incorporates the following

Two forms of knowledge (tacit and explicit) An interaction dynamic (transfer) Three levels of social aggregation (individual, group, context) Four knowledge-creating processes (socialization, externalization, combination and internalization).

Wiig KM Model
Karl Wiig(1993) proposed his Knowledge Management model with a principle which states that,knowledge can be useful if it is well oraganized.There are some useful dimensions to be noted in Wiigs KM model.They are:

Completeness Connectedness Congruency Perspective and purpose

Wiig KM Model
Completeness Connectedness Congruency Perspective and purpose
'Completeness 'refers to check how much relevant knowledge is available from given source.The source of knowledge may be implicit or explicit(from human brains or knowledge bases).

Wiig KM Model
Completeness Connectedness Congruency Perspective and purpose 'connectedness refers to well defined relation between diferent knowledge objects.

Wiig KM Model
Completeness Connectedness Congruency Perspective and purpose A knowledge base possesses 'congruence' when all facts.concepts, values and relational links between the objects are consistent.

Wiig KM Model
Completeness Connectedness Congruency Perspective and purpose 'perspective and purpose' is a phenomena through we know something but from a particular point of view for a specific purpose.

Wiig KM Model LEVELS

LEVEL 1 2 3 4 5 TYPE Novice Beginner Competent Expert Master DESCRIPTION Barely aware or not aware (does not know he does not know) Knows that knowledge exists/ where it exists but cannot reason Knows that knowledge exists/ where it exists and can reason Knows the knowledge and holds the knowledge in memory Internalises the knowledge and has a deep understanding

Wiig KM Model Forms of knowledge

Public knowledge

Coded and accessible Coded and inaccessible Un-coded and inaccessible

Shared knowledge

Personal knowledge

Wiig KM Matrix
Form of knowledge Type of knowledge

Factual
Public
Measurement

Conceptual
Stability, Balance

Expectational

Methodologic al
Look for temperature outside the norm Check for the past failure

When supply exceeds demand, price drops A little water in the mix is OK

Shared

Forecast analysis

Market is Hot

personal

Theright colour / texture

Company has a good track record

Hunch that the analyst has it wrong

What is the recent trend

Wiig KM Model
Wiig KM model is one of the powerful theoretical KM model which is in existence today.This model helps the practitioners to adopt a refined approach to managing knowledge based on the type of knowledge.

Boisot I-Space KM Model

Max Boisot (1998) proposes 2 key points they are
The more easily data is converted to information the more easily it is diffused The less the data is structured requires a shared context for its diffusion,the more diffusable it becomes

Boisot I-Space KM Model

Boisot's I-Space model is visualised as a 3 dimensional cube with following dimensions

Codification - from uncodified to codified Abstraction - from concrete to abstract Diffusion - from undiffused to diffused

Boisot I-Space KM Model

Boisot I-Space KM Model

Boisot I-Space KM Model

'Codification' is creation of content categories.Less the number of categories more the abstract codification scheme.Well-codified abstarct content is easy to understand and use then highly contextual content.Loss of context due to codification results in loss of valuble content. Boisot KM model links the content,information and knowledge management in an effective way.Boisot model is different from other KM models because it maps the organisational knowledge assets to social learning cycle which other KM models do not directly address.Boisot's KM model is not widely used implementation and is less accessible.

Intelligent Complex adaptive systems model of KM (ICAS) Alex and David Bennet 2004
The term complex system means a system that consists of many interrelated elements with nonlinear relationships and feedback loops that make them very difficult to understand and predict.

Complex adaptive systems model of KM (ICAS) Alex and David Bennet 2004
The ICAS, as a complex organization, is composed of a large number of individuals, teams, and socio-technological subsystems that have nonlinear interaction and the capability to make many local decisions while striving for specific end states or goals.

Complex adaptive systems model of KM (ICAS) Alex and David Bennet 2004
These components build many relationships both within the organization and external to the organizations boundaries that may become highly complex and dynamic. Together, these relationships and their constituents form the organization and its enterprise.

ICAS - Emergent Characteristics

Organizational Intelligence Unity and Shared Purpose Optimum Complexity Selectivity Knowledge Centricity Flow Permeable Boundaries Multidimensionality

ICAS - A New Way of Thinking

Structure Culture Collaborative Leadership Strategy Processes

Viable System Model - Stafford Beer

A viable system is composed of five interacting subsystems which may be mapped onto aspects of organisational structure. In broad terms Systems 1-3 are concerned with the 'here and now' of the organisation's operations, System 4 is concerned with the 'there and then' - strategical responses to the effects of external, environmental and future demands on the organisation. System 5 is concerned with balancing the 'here and now' and the 'there and then' to give policy directives which maintain the organisation as a viable entity.

Viable System Model - Stafford Beer

System 1

in a viable system contains several primary activities. Each System 1 primary activity is itself a viable system due to the recursive nature of systems as described above. These are concerned with performing a function that implements at least part of the key transformation of the organisation. represents the information channels and bodies that allow the primary activities in System 1 to communicate between each other and which allow System 3 to monitor and co-ordinate the activities within System 1.

System 2

Viable System Model - Stafford Beer

System 3

represents the structures and controls that are put into place to establish the rules, resources, rights and responsibilities of System 1 and to provide an interface with Systems 4/5.

System 4

- The bodies that make up System 4 are responsible for looking outwards to the environment to monitor how the organisation needs to adapt to remain viable.
is responsible for policy decisions within the organisation as a whole to balance demands from different parts of the organisation and steer the organisation as a whole.

System 5

Strategic implications of KM models

Brings about conceptual clarity Shows the road ahead Enables causal research cause effect relationships Facilitates addressing strategic business goals Enables a better understanding

KM is still nascent to business applications and is still being explored conceptually, theoretically and practically

Practical implications of KM models

Enables founding of actions on sound theoretical knowledge with empirical evidence Provides a better description and better perception of what is happening

Knowledge capture and codification: The company KM cycle

Chapter 4

The known unknown matrix

Knowledge capture
Explicit knowledge capture: is the systematic approach of capturing, organizing and refining information in a way that makes information easy to find, and facilitates learning and problem solving Tacit knowledge capture : is the process of capturing the experience and expertise of individual in an organisation and making it available to everyone who needs it

Knowledge capture
A process of identifying, isolating, codifying and storing of knowledge. 1. Traditional
1.

Individuals role in gathering information and creating new knowledge

1.

2.

Individual learning capability Organizational learning capability

If written directions alone would suffice, libraries wouldnt need the rest of the universities attached - Judith Martin- Washington post

Intuiting Attending, Interpret, integrate, Institutionalize Knowledge

The 4 I model of organizational learning

Knowledge capture Individual and group level

Interviewing experts Stories Learning by being told Learning by observation Ad hoc sessions Road maps Learning histories

Knowledge capture Individual and group level

Action learning E learning Learning from others through business guest speakers and bench marking against best practices

Knowledge acquisition phases

Identification
Refine requirements
Model the knowledge What valuable knowledge would be worth while to capture

Conceptualization
Refine concepts

Codification
Organize and externalize the knowledge

Knowledge capture at organizational level

Knowledge acquisition processes

Grafting

Huber 1991 Technology transfer Inkpen & beamish 1997 /observation of other firms Argyris and Schon 1978, Starbuck 1994 / single and double

Vicarious learning

Experiential learning

Inferential learning

Mintzberg 1990

Explicit knowledge codification

Explicit knowledge is the core of Organizational / corporate memory

Repositories, intranet, other documents

Problems associated are

Accuracy Readability,/ Understandability Accessibility Currency Authority / credibility

Explicit knowledge codification

Concept map
Knowledge worker

Cognitive maps

Based on concept map

Accesses Shares

Originator / creator

Decision trees Knowledge taxonomies

Location Format Language

Identifying, defining, comparing and grouping elements

Explicit knowledge object

Tacit Knowledge object Codified

Print / electronic
Experiences with practicioner

Manual / automated

References / subject matter expert

Strategic implication of knowledge capture

Knowledge in wrong hands Critical knowledge assets Knowledge succession Knowledge security and access

For treatment of all in a professional manner ensure: ( as recommended by Field (2003)

Set up knowledge profile for all critical workers Foster mentoring relationships Encourage communities of practice Ensure that knowledge sharing are rewarded Protect peoples privacy Create bridge to organizational memory for long term retention of the valuable content

Practical implicational of knowledge capture and codification

For promoting knowledge capture and codification

Acknowledge knowledge contributors Remember to forget Single loop to double loop Dont spill any knowledge during transfer Remember the paradox of knowledge value (tacit is more valuable)