Transcript Knowledge sharing is power

Knowledge sharing is power
Judy Payne, Henley KM Forum
October 2007
Depth of meaning
DATA
Dispersed
elements
INFORMATION
Patterned data
KNOWLEDGE
Validated platform
for action
WISDOM
Implicitly knowing how to
generate, access and
integrate knowledge
(from Saint-Onge, 1996)
© 2007 Henley KM Forum
Explicit
Tacit
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)
© 2007 Henley KM Forum
Knowledge Management Continuum
Capture
Codify
Store
“Explicit”
Document Management
Processes and workflows
(Larry Prusak, IBM)
© 2007 Henley KM Forum
Connect
Communicate
“Tacit”
Knowledge networks
Communities
Expertise directories
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
© 2007 Henley KM Forum
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.
© 2007 Henley KM Forum
What KM people talk about - environment
Culture
Trust
Collaboration
Strategy
Performance
Alliances and
partnerships
Knowledge flows
© 2007 Henley KM Forum
Learning
Change
management
Motivation
What KM people talk about – tools
Communities
and networks
Wikis
Extranets and
intranets
EDMS
Post-project
reviews
After action
reviews
Storytelling
Mentoring and
apprenticeships
People finders
Discussion groups
© 2007 Henley KM Forum
Henley KM Forum Integrated KM model
External
relationships
Individual
employees
 Nine knowledge flows
 Four alignment factors that
influence the effectiveness of
the knowledge flows:
–
–
–
–
Organisation
© 2007 Henley KM Forum
motivation
skills and knowledge
action required
the environment
 KM maturity = all nine
knowledge flows working
together in an integrated and
appropriate way
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
© 2007 Henley KM Forum
Types of project
No
Type 2
Product
development
Type 4
Research and
organisational
change
Yes
Type 1
Engineering
Type 3
Systems
development
Yes
No
Methods
well defined
Goals well defined
(Turner and Cochrane, 1993)
© 2007 Henley KM Forum
Different management approaches
No
Milestones
(components of
product)
Mission
definition, team
building,
refinement of
objectives
Yes
Task and
activity
scheduling
Milestones
(life cycle
stages)
Yes
No
Methods
well defined
Goals well defined
(Turner and Cochrane, 1993)
© 2007 Henley KM Forum
Types of KM practice
Informal knowledge systems
e.g. social spaces; non-billable time
Human resources
e.g. training and coaching in KM skills; incentives for knowledge sharing
External relationships
e.g. benchmarking against competitors; membership of external
networks
Organisational practices
e.g. senior responsibility for KM; well-defined project management
processes with embedded KM
Project practices
e.g. project checklists; shared diaries; project reviews; lessons learned
sessions
Information technology systems
e.g. project extranets; data mining
© 2007 Henley KM Forum
Different KM approaches?
No
Methods
well defined
Yes
Yes
No
Goals well defined
(Turner and Cochrane, 1993)
© 2007 Henley KM Forum
Suddenly, a heated
exchange took
place between the
king and the moat
contractor
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