Group2_Wiig's Model Ppt

8/13/2019 Group2_Wiig's Model Ppt

http://slidepdf.com/reader/full/group2wiigs-model-ppt 1/25

Wiig’s Model of Knowledge

ManagementPresented by

Asish Senapati

Divyansh BakshiUttam Kumar Das

Sriram Jayaraman

Prakhar Nigam



Karl M. Wiig

• He focuses on management of

knowledge at Organizational level

Co-founder: International Knowledge

Management Network

• Author of 4 books & 40 articles on KM

• Past Director of Applied Artificial Intelligenceand Systems and Policy Analysis at Arthur D.

Little, Inc.



Wiig’s KM Model

• For knowledge to be useful and valuable, it

must be organized; differently as per user

• Content value is higher when is connected to a

greater number of knowledge bases

• Aim is to reach a stage of no logical

inconsistencies, internal conflicts or

misunderstandings

• Wiig propagates 5 levels of internalization of knowledge



Levels of Internalization

5

Level Type Description

1 NoviceExtremely low knowledge consciousness and its

application

2 BeginnerKnows about knowledge existence and where it

can be obtained, but unaware of its application

3 CompetentKnows about application as well but in limited

manner

4 ExpertKeeps knowledge in mind and knows where to

use it and applies without external intervention

5 MasterCompletely internalizes knowledge, has profound

understanding of his environment



Knowledge Forms

6

• Explicit knowledge, can be learnedand shared

Public Knowledge

• An intellectual asset held exclusivelyby employees and shared duringwork

Shared Knowledge

• least accessible /tacit knowledge,most complete form of knowledge,used without consciousness

Personal Knowledge



Knowledge Types by WIIG Model

7

Factual Knowledge Conceptual Knowledge

Expectational Knowledge Methodological Knowledge

Knowledge Types

Type of knowledge which deals

with data and measurements, and

is directly observable and verifiable


with systems, concepts and

perspectives


with hypothesis, judgments and

expectations held by knowers


with reasoning, strategies and

decision making methods



8

Wiig KM Cycle

• Processes by which we build and use knowledge

– As individuals

– As teams (communities)

– As organizations

• How we:

– Build knowledge

– Hold knowledge

–

Pool knowledge – Apply knowledge

Discrete tasks yet often inter-dependent & parallel



9

Wiig KM Cycle

Build Knowledge

Hold Knowledge

Pool Knowledge

Apply Knowledge

How?

•Personal experience

•Formal education and training

•Intelligence sources

•Media, books, peers

Where?

•In people

•In tangible forms (e.g. books)

How?

•KM systems (intranet, dbase)

•Groups of people- brainstorm

Where?

•In work context

•Embedded in work processes



11

Building Knowledge

• Learning from all kinds of sources to:

– Obtain Knowledge

– Analyze Knowledge

– Reconstruct (Synthesize) Knowledge

– Codify and Model Knowledge

– Organize Knowledge



12

Building Knowledge - Examples

• Market research – Focus groups

– Surveys

– Competitive intelligence

– Data mining on customer preferences• Create taxonomy of customer types

• Synthesis of lessons learned (what worked,

what didn’t) – generate hypotheses – Project management lessons learned

• Identify attribute of suppliers who were most responsive, use this toselect future suppliers, also to develop requirements to include in RFP



Holding Knowledge



14

Holding Knowledge

• In people’s minds, books, computerized

knowledge bases, etc.

– Remember knowledge – internalize it

– Cumulate knowledge in repositories (encode it)

– Embed knowledge in repositories (within procedures)

– Archive knowledge

• Create scientific library, subscriptions

• Retire older knowledge from active status in repository (e.g. store

in another medium for potential future retrieval – CD ROM, etc.)



Pooling Knowledge



17

Pooling Knowledge

• Can take many forms – discussions, expert networks and formal work teams

• Pooling knowledge consists of:

–Coordinating knowledge of collaborative teams

– Creating expert networks to identify who knows what

– Assembling knowledge – background references fromlibraries and other knowledge sources

–

Accessing and retrieving knowledge• Consult with knowledgeable people about a difficult problem,

peer reviews, second opinions

• Obtain knowledge directly from a repository – advice, explanations



Applying Knowledge



20

Using Knowledge

• Use established knowledge

– to perform routine tasks, make standard products, provide standardservices

• Use general knowledge

–

to survey exceptional situations, identify problems and consequences• Select relevant special knowledge

– to handle situation, identify knowledge sources

• Observe and characterize the situation, collect and organizeinformation

• Analyze situation, determine patterns, compare with others, judge what needs to be done



22

Using Knowledge - Examples

• Expert mechanic encounters a new problem

• Gathers info to diagnose and analyze

• Synthesizes a list of possible solutions with the tools

he knows are available to him• Decides on the best option and uses it to fix the part

• Non-routine tasks are approached in a different waythan familiar, standard ones



Knowledge Transfer Process



Knowledge Transfer Process vis-à-vis

Nonaka model

Socialisation

I ndividual knowledgeI ndividual & group

knowledge

Group & company

knowledge

I ndividual, group,

company knowledge

Tacit to Tacit

Knowledge creation and

sourcing

Externalization

Tacit to Explicit

Knowledge compilation

and transformation

Combination

Explicit to Explicit

Knowledge dissemination

Internalization

Explicit to Tacit

Knowledge application &value realization

Group2_Wiig's Model Ppt

Documents

Transcript of Group2_Wiig's Model Ppt