Professional Documents
Culture Documents
Knowledge Management
Knowledge Management
Knowledge Management
and
Learning Organizations
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2. Forms of Knowledge
3. Intellectual Capital
3. Learning Organizations
1. Team Learning & Personal Mastery
Peter Drucker
Opinion leaders
Perceived growth in knowledge
Bandwagon effect
Become part of everyday parlance
Skills shortage
Recognition of growing difference between tangible and
intangible assets
Stankosky, 2002
Some Definitions
Policies, procedures and technologies employed for
operating a continuously updated linked pair of networked
databases. (Anthes)
Bringing tacit knowledge to the surface, consolidating it in
forms by which it is more widely accessible, and promoting
its continuing creation. (Birket)
Process of capturing, distributing and effectively using
knowledge. (Davenport)
Knowledge management is the process of capturing a
company s collective expertise wherever it resides-in
databases, on paper, or in people s head-and distributing it
to wherever it can help produce the biggest payoff.
Knowledge management is getting the right knowledge to
the right person at the right time .(Info Week 10/20/97)
• Concepts, methodologies
• Facts, beliefs, truths & laws
• Know what, Know how, Know why
• Judgments & expectations, insights
• Relationships, leverage points
• Intuition & feelings
• Meaning and sense making
Knowledge Management
Requires human interaction – material must be
organized to facilitate human access to it.
KM provides links between organized frameworks.
• Knowledge repositories
• Neural systems
• Data-mining tools
• Contact software
• Intranets
• Extranets
• Water Cooler Technology
Lessons Learned
Learning Histories
Reality disappoints
Rules need constant changing
Know-how
Know-why
Know-what
Know-who
Know-where
Know-when
Two issues:
Corporate knowledge owned by individuals
Create
Discover
Capture
Distil
Validate
Share
Adapt
Adopt
Transfer
Apply
Unconscious incompetence
Conscious incompetence
Conscious competence
Unconscious competence
Business
Strategy
Bu
si
g
lin
ne
Implementation /
b
ss
Operational Plans
na
Dr
eE
iv
ris
er
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rp
Best Practices
En
• Environmental
• Capabilities Influences
Value
Concept Definition Assessment Opportunity/Threat
Framework Modelling
2. A knowledge-empowered organization
Assets Finance
Current
Current 1.99 1.98
Liabilities
Assets
3.58 Non Current
Liabilities
10.93
Non- 8.95 Visible
Current Shareholder
5.38
Assets Equity
Invisible
3.12 Equity • The “Invisible Balance Sheet”
• Management Value-Add
3. Long-term curatorship
LEADERSHIP
Environmental Influences
Social Economic
Political Governmental
KNOWLEDGE MANAGEMENT
The Architecture of Enterprise Engineering
MUL T I P L E D I S C I P L I NE S
Systems Engineering Organization Development Systems Management Organization Behavior
TECHNOLOGY
SYSTEMS APPROACH
INPUT PROCESS OUTPUT
INFORMATION
SYSTEMS SYSTEMS KNOWLEDGE
SYSTEMS SYSTEMS SYSTEMS
ENGINEERING / ENGINEERING MANAGEMENT
THINKING ANALYSIS MANAGEMENT
BPR AND ENGINEERING
MANAGEMENT
THE ENTERPRISE
INTEGRATIVE MANAGEMENT / ENGINEERING
KNOWLEDGE MANAGEMENT INFRASTRUCTURE
E c o lo g y
L a b o r
M a te r ia l a n d G o v e rn m e n t
E q u ip m e n t
T h e O r g a n iz a tio n
IN P U T P R O C E S S
F e e d b a c k C o n tr o ls
O U T P U T
Processes
C a p ita l G e n e ra l
P u b lic
L a n d C o m p e tito r s
T e c h n o lo g y
E n te r p r is e Intellectual Assets
(Operational) Enhanced
organizational
Codification Personalization
S tr a te g ic performance
G o a ls Assure Generation
(M e a s u r a b le )
Codification Transfer Use Efficiency
In te lle c tu a l Effectiveness
Organization
a s s e ts
( D e c is io n Innovation
M a k in g ) Formal Informal
KM Technologies
LE ARNING
• Collaborative
LDERSHIP
• Distributive
TECH
ORG
• Codified
Integrative Management
Management Plans Systems Approach Teams
Methods and Standards Information Systems Enterprise
Assess
© 2004 Superfactory™. All Rights Reserved. Design Plan Implement 72
Stankosky 2001
Knowledge Engineering Summary
Where is it applied?
Some Definitions
Learning organizations are organizations where people
continually expand their capacity to create the results they
truly desire, where new and expansive patterns of thinking
are nurtured, where collective aspirations are set free, and
where people are learning how to learn together. (Senge )
..organizations skilled at creating, acquiring, and
transferring knowledge, and at modifying behavior to
reflect new knowledge and insights. (Garvin)
Organizational learning means the process of improving
actions through better knowledge and understanding. (Fiol
& Lyles)
An entity learns if, through its processing of information,
the range of its potential behavior is changed. (Huber)
Training
Instructor led training
Learning
Self-directed learning, self-paced learning
Double loop learning
Performance Support
learning becomes a byproduct of performance
Knowledge Management
focus on the use of knowledge for profit and performance