KM Discussion 03 20-09-2013 (2).ppt

7/27/2019 KM Discussion 03 20-09-2013 (2).ppt

1/46

KNOWLEDGE

MANAGEMENT &DECISION SUPPORT

SYSTEMS

Dr Sajid Hussain Awan, Associate Professor, HOA, APCOMS

Discussion 03

KNOWLEDGEGENERATION

20-09-2013


2/46

Nice words2

We always know more than we will say, and we

will always say more than we will write down

(Dave Snowden, 2000).


3/46

Contents

Knowledge generation

KM creation A transition from tacit to explicit

The concept of Ba

SECI Model

3


4/46

KM creation A transition from

tacit to explicit4

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 inconsulting firms and launched several software products

to support collaboration.

These technologies were labeled groupware or

collaborative technology and were packaged withmethods as well as tools.


5/46

The concept of Ba: building a

foundation for knowledge creation5

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.


6/46

SECI Model Nonaka & Takeuchi

(1995)6

Knowledge creation or generation is the transference of tacit

knowledge into explicit one.


7/46

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 atracking function.


8/46

KG as the basis of competitive

advantage8

Knowledge generation (KG) and codification

are essential parts of knowledge management

for organizations aiming to gain competitive

advantages (Davenport & Prusak 2000;Sorensen 2001).


9/46

KG the goals of good knowledge

management9

KG can be achieved through many knowledge methods suchas: 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).


10/46

KM stages10

These stages constitute the KM life cycle:

1. Knowledge creation or acquisition

2. Knowledge modification

3. Immediate use4. Archiving

5. Transfer

6. Translation/repurposing

7. User access

8. Disposal


11/46

Modes of KG11

Five modes of knowledge generation:

Acquisition

Dedicated resources

ProcessesR & D

Fusion

Adaptation

Innovation Knowledge networking

Rental


12/46

KM process12

Know ledge Generat ion

Know ledge Codi f icat ion Know ledge Transfer

Creation

Represent

ation

Acquisiti

onSynthesi

s

Fusion

Adaptati

on

Capture


13/46

Applying knowledge engineering to

knowledge management13

Knowledge engineering process

Knowledge Acquisition

Generation

Preservation

Exploration Interpretation

Knowledge Elicitation

Make process in the human brain transparent

Transfer experts knowledge to create tangible asset

Knowledge Representation Providing of theories and systems for expressing structured knowledge

and for accessing and reasoning with it in a principled way.


14/46

Enabling knowledge creation14

Five knowledge enablers

Instil a knowledge vision

Manage conversation Mobilise knowledge activists

Create the right context

Globalise local knowledge


15/46

KM process

Identify

Capture

Select

Store

Share

Apply

Create

Sell


16/46

1.Cap

turin

g

andLoca

ting

2.Transfe

ring

andSha

ring

3.Enablin

g

RiskMinimizers

EfficiencySeekers

Innovators

Focus on existingknowledge

Focus on new

knowledge

Content

focus

Process

focus

Enablingknowledge creation


17/46

Knowledge management tools

Tools for knowledge socialization

Tools for knowledge externalization

Tools for knowledge combination

Tools for knowledge internalization

Software forcollaboration


18/46


Communication enablers

Watercoolers

Conversations at the water cooler

or in the company cafeteria are

often occasions for knowledgetransfer

TelephoneTelephone also is a form of

knowledge transfer through

conversation

Chat Chat is another form of informal

knowledge transfer through

personal conversation to

electronic conversation.


19/46


Video conferencing

Is used to see the person or groupwith whom you are working virtually

Combine virtuality with face-to-facecollaboration. It enables people toexchange both video and audioacross a distributed network

Allows people to meet face to face in

small or large groups with colleaguesfor meetings, corporate training, anddistance learning programs withoutparticipants being required to travel toa central location


20/46

Web Conferencing

Enables virtual meetings where users from

different locations connect, conduct

meetings, and share information as ifeveryone 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



21/46

Digital Whiteboards

Permits real time display ofdrawings, pictures or

documents for group discussionand comment

Can capture whatever is drawnon regular paper notepads, and

store as image on a personalcomputer

Can be networked to allowmulti-user collaboration over

the Internet



22/46

Bulletin boards

Bulletin boards are used to post notices and

facilitate discussions on any topic

Electronic bulletin boards allow users topublish live, digital content to public spaces

Two types

Simple bulletin boardsElectronic bulletin boards



23/46


Expert systems

Knowledge intensive computerprograms that capture theexpertise of a human in limiteddomains of knowledge

Include rule-based systems,decision trees and also case-based reasoning systems

Arrives at intelligent solutions touser queries by using the rulescontained in the systemsknowledge base

IF

{condition}

THEN

{do this}ELSE

{do something

else}


24/46

Yellow Pages

Web-searchable electronic version of skills list

Pointers to expertise

Helps on locating and discovering organizationalknowledge

Sample key entries in Yellow Pages

Persons name

Contact information (address, e-mail, telephone, web page)

Professional background Practical experience

Training



25/46


Find pointer to

knowledge resource

Share knowledge

with expert

The idea of Yellow Pages


26/46

Knowledge maps

Graphical representation of knowledge and itsrelation to organizational concepts

A form for categorizing organizationalknowledge systematically mapping them

Consists of elements that in fact are pointersto knowledge

Are designed to help people find where theyhave to go to get the required knowledge

Yellow Pages also can be organized as aknowledge map by categorizing andrepresenting personal profile data in specific

manner


T l f k l d


27/46

Marketing Information Systems

Finances Technician

DOMAINS OF MAP

ITEMS OF SELECTED DOMAIN

PERSONAL PROFILE

Yellow Pages as a knowledge map

Tools for knowledge

externalization


28/46

Data warehouse

Collection of summarized data from varioussources, structured and optimized for queryaccess using OLAP (on-line analyticalprocessing) query tools

Organize and collect data into databases

Are used to hold explicit knowledge whichhelps people to create new tacit knowledge

Helps company personnel to identify hiddenbusiness opportunities

Improves productivity through improvedaccess to information and knowledge


T l f k l d


29/46

Intelligent Agent-based tools Filtering, editing, searching, and organizing pieces of

knowledge are essential though frequently overlookedcomponents of successful knowledge management

Search tools need to integrate knowledge latently existingin 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

externalization


30/46


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 fileformat, operating system, or communication protocol

Besides information distribution and publication, intranets

provide the backbone platform for push delivery of information to

users desktops


31/46

Groupware

Software that supports communication and collaboration betweenpeople

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



32/46

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 theforums to others who have similar problems



33/46

Workflow management systems

Workflowcan be described simply as the movement

of documents and tasks through a business process

Workflow Management Systemsallow organizationsto defineand controlthe 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



34/46

Balanced scorecard

The balanced scorecard is a managementsystem (not only a measurement system) that

enables organizations to clarify their vision andstrategy and translate them into action

It provides feedback around both the internalbusiness processes and external outcomes

The balanced scorecard retains traditionalfinancial measures



35/46

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


Four dimensions of balanced scorecard


36/46


Neural networks

Neural network is a hardware and software thatattempt to emulate the processing patterns of thebiological brain

Neural networks have learning capabilities A generic artificial neural network can be defined as

a computational system consisting of a set of highlyinterconnected processing elements, called neurons

Neural network becomes immensely promisingwhen you have data but lack experts to makejudgments about it

But it is necessary to spend much time training theneural network, cleaning up data, and pre-

processing


37/46


Some points how neural networks can beused

Neural networks can be developed for capturingthe 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 withinthe medical domain. For example, for clinical

diagnosis, image analysis and interpretation,signal analysis and interpretation, drugdevelopment

Many other fields


38/46

Case-based reasoning

Case-based reasoning approach allows companies tolearn from previous problems or cases to solve thepresent problems similar to the past ones

The case-based reasoner solves new problems byusing or adapting solutions that were used to solve oldproblems

Using past knowledge gained from several projects

reduce the task to a simple match and cut-and-pastejob

Solving the problem by analogy make the process ofarriving at the solution faster, better, and easier than itwould have been had if started from scratch


T l f k l d


39/46

Tools for knowledge

internalization

The idea of case-based reasoning

Case base

Problem

description

Describes the problem

Sen

dsattrib

utes

R

etrieves

matchin

gcases

Searches for

similar cases

Matching cases

c1 c3

c2

Delivers

sim

ilarcases

Adds

th

enew

case

Selectstheappropriatecase

1

2

3

4

5

6


40/46

Software for collaboration

Tacit Active Net

Helps to find people

Initiate and manage collaboration

Coordinate your activities automatically with those ofother 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


41/46


Tacit ESP (expertise search for portals)

Flexible software foundation for complete

collaboration management

Automatically discovers an individuals businessactivity and expertise


42/46


Tacit Knowledge Mail

Automatically learns about the work-focus, interests,

and experiences of each user

Intelligently distinguish between critical businessknowledge and noise

Dynamic search and information-routing capabilities are

integrated directly into Microsoft Outlook and Lotus

Notes

New software helps HR drive


43/46

New software helps HR drive

business decisions43

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


44/46

Web data an employees toolset to help him

succeed44

Pleases read this article:

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

Data-to-Your-Employees-Toolset-to-Help-Them-

Succeed.aspx?pcode=XA9T&CMP=NLC-LeadersEdge&wm_tag=email
http://www.amanet.org/training/articles/Add-Web-Data-to-Your-Employees-Toolset-to-Help-Them-Succeed.aspx?pcode=XA9T&CMP=NLC-LeadersEdge&wm_tag=emailhttp://www.amanet.org/training/articles/Add-Web-Data-to-Your-Employees-Toolset-to-Help-Them-Succeed.aspx?pcode=XA9T&CMP=NLC-LeadersEdge&wm_tag=email


45/46

KAP Tool45

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 andencourages 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.

Adizes organizational lifecycle


46/46

Adizes organizational lifecycle

stages46

KM Discussion 03 20-09-2013 (2).ppt

Documents

Transcript of KM Discussion 03 20-09-2013 (2).ppt