Km masterclass part1 knowledge&km ha20140530sls
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Transcript of Km masterclass part1 knowledge&km ha20140530sls
KM 1 – Knowledge and KMIntroduction: Knowledge and KMWhy is KM increasingly important?Knowledge: practical insights, descriptions and models
Masterclass KM – SlideShare contribution, June 2014http://de.slideshare.net/HoferAlfeisJ/presentations
Dr.-Ing. Josef Hofer-AlfeisConsulting on Knowledge & Innovation [email protected]
Design: Ron Hofer
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2
KM Masterclass – Preface
The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references. The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students, e.g.: Zeppelin University, Friedrichshafen University of the German Army, Munich University of Applied Science, Munich University of Applied Sciences for Economics and
Management, Munich Donau University Krems, Austria University Augsburg
Contents:
KM 1 – Knowledge and KM
KM 2 – KM Processes 1
KM 3 – Soc.-t. KM Systems 1 / Processes 2
KM 4 – Socio-technical KM-Systems 2
KM 5 – Plan & Control Knowledge & KM
KM 6 – KM and Idea / Innovation Mngt.
Any questions, remarks and ideas for modification or improvement are appreciated – please contact me, see slide „contact“ at the end of the presentations.
Munich, May 2014, Josef Hofer-Alfeis
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 3
Consultancy clients, e.g.kubus IT, Continental, ThyssenKrupp, MunichRe,USEEDS, Roche, o2, Siemens, RHI, Erste Bank
Moderator of the WIMIP Community – 170 KM practitioners in industry / serviceorganizations
Lecturer on KM at University Augsburg and University Tehran (MAKE award program)
Program board member for the Journal of KM and the annual BITKOM KnowTech conference
Leading author of the BITKOM guideline for KM processes
Author‘s introduction – since 1990 consultant,researcher and lecturer in KM and Innovation Management
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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 4
245
2014: >260 MM members de.linkedin.com/in/jhaconsult/
22
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 5
photo is important
visitors in totalsince 2004: >16k
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 6
activity stream
KM … social networking …?Using social networks?
for business?Germany 2013: 30% of all
companies with >10 employees
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 7
Introduction: Knowledge, KM – and why?
Focus: Knowledge - practical insights, descriptions and models
Agenda
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 8
Knowledge is the capability for effective action
Peter Senge,
President, Society for Organizational Learning
The basic definitions in KM are still an ongoing discussion – some forum discussions to this topic: One Sentence Definition of Knowledge (30 comments, May 2012) http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&
discussionID=100991985&gid=154868&commentID=73362991&trk=view_disc&ut=2snoMIInCpPl81
Knowledge vs. Information (43 comments, Aug. 2012) http://www.linkedin.com/groupItem?view=&srchtype=discussedNews&gid=89493&item=99140520&type=member&trk=eml-anet_dig-b_pd-ttl-cn&ut=3Qi0paofuyPl81
u“Knowledge“ in KM: a short definition for the practice
important groundwork slide
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 9
We only know what we know when we need to know it. example: engineer’s approach
We always know more than we can say, andwe always say more than we can write down.
example: consultant’s expertise … consulting discussion … documented consulting results
Everything is fragmented. example: the Wikipedia experience intelligence to find work-arounds
uSome elementary characteristics of “knowledge”source, e.g. http://www.gurteen.com/gurteen/gurteen.nsf/id/newsletter104?open#L004191
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 10
As we know, there are known knowns. These are things we know we know
We also know that there are known unknowns. That is to say, we know there are some things we do not know.
But there are also unknown unknowns, ones we do not know we do not know.
And finally there are things, we do not know (at the moment), that we know them tacit knowledge
uKnowledge or Not-Knowledgesource partly:The KNOW Network Alert, No. 186 - January 15, 2008
situative /appearing
when neededtacit
knownknowns
the unknown
knownunknowns
nknowledge n knowledge existent not existent
(mom
enta
rily)
aw
are
no
t aw
are
today we only know about 1% of the animate beings on our earth, e.g. in 2011 >20k new biologic species have been discovered, examples
in fact not to be named / described
?
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 11
Enterprise
u„Knowledge“: raw material, resource and product for the business – a comprehensive view
Knowledge – the capability for effective action
• individual competencies
• organizational capabilities
• codifiied knowledge /
information
Ideas / Inno-vation opportunities
Patents ... (IntellectualProperty)
Standards,Regulations ...
Customers, suppliers, partner, ... the worldRelationships ... Knowledge
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 12
K. AreaService XX provision
K. AreaProduct
Lifecycle Mngt
K. AreaCustomer
Relationship Mgt
in business-critical knowledge areas
uKnowledge areas – knowledge holders – knowledge quality
...
person
organization information
circulating in specificknowledge holders
Total knowledge
Knowledge Quality:• k. depth / proficiency?• distribution / networking?• codification?
K. AreaQuality Mngt,
Risk Mngt,…
K
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 13
uKM strategies
...
person
organization information
circulating in specificknowledge holders
Total knowledge
K. AreaService XX provision
K. AreaProduct
Lifecycle Mngt
K. AreaCustomer
Relationship Mgt
in business-critical knowledge areas
K. AreaQuality mgt.,
Risk Mgt.,…
K
KM-Strategy:• Personalization?• Codification?• Networking &
Collaboration?• blended approach
Knowledge Strategy?see KM 5
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 14
uKM actions and KM key players
K AreaService XX
bereitstellen
K AreaPLM
K AreaCRM
K AreasQuality mgt.,
Risk Mgt.,…
...
person
organization information
Knowledge Worker
KM Support Org.
strategic control, culture, resources,
mngt. energy
Management
KM key player
subject matter actions in specific knowledge area
general KM measures for any knowledge area
K
key players‘ needs and intentions?
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 15
uKM is always an inter-disciplinary approach – KM partner disciplines (examples)
Knowledgethe capability for effective action
• individual competencies
• organizational capabilities
• codifiied knowledge /information
Enterprise
Customers, suppliers, partner, ... the worldrelationships ... knowledge
Ideas / Inno-vation opportunities
Patents ... (IntellectualProperty)
Standards,Regulations ...
KM partner:Personnel Development /
Talent Management, „Learning/Training“ …
KM partner:Organizational Development, Process Mngt., Quality Mngt.,
Community Mngt. … Social Networking Organization
KM partner:Information Mngt., Communication,
QM …, Information Services, …
additional KM partners
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 16
various partner disciplines of KM are already active to support, e.g. learning and training, inter-connection by collaboration, information formalizing and distribution,but they are driving a kind of one-dimensional KM
The value added by the meta-discipline KM:
provide models and processes for “orchestrated” solutions across all three types of knowledge carriers: individual, organization and information
evaluate, involve and integrate contributions of the various KM partner disciplines, i.e. combine their solutions to more powerful multi-dimensional approaches
Examples:
Transferring business-critical knowledge to another site of a company
Maturing company-specific knowledge for performance and innovation
KM is a Meta-Discipline – why is it useful?
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 17
Joint KM projects with Personnel Development / Talent Management
Expert Career System based on a Knowledge Strategy Expert Career System enriched by communities of practice Demography-orientiented KM
Joint KM projects with Innovation Management:
Network building for innovation managers and drivers (community of practice) Specific KM support for innovation managers
Collaboration areas for KM and Quality / Process Management:
Avoiding / learning from failure … Lesson-Learned- / Best-Practice-Sharing …
Reuse of product / service knowledge, e.g. via helpdesk „knowledge data bases“
Process modelling / improving … Lesson-Learned- / Best-Practice-Sharing …
Areas of inter-disciplinary collaboration – examples
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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 18
KM comprises all management activities, which are concerned with knowledge systematically, goal-oriented and in most cases independent of the knowledge area, i.e. its content.Its objective is to drive for the effective, proficient, networking and learning organization.
my own definiton, for more see D-A-CH-WM-Glossar (in German)http://wm-wiki.wikispaces.com/file/view/D-A-CH_Wissensmanagement_Glossar_v1-1.pdf 2014-05
“Managing as if Knowledge were Important”
Nick Milton, Knoco Ltd.http://www.nickmilton.com/2014/03/managing-as-if-knowledge-is-important.html 2014-05
uKM definition – an approachold corny joke: you are KMer
– you should know that …
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 19
KM definition: still in many discussions – examplehttp://www.linkedin.com/newsArticle?viewDiscussion=&articleID=136969185&gid=154868&trk=EML_anet_nws_c_ttle-0Rt79xs2RVr6JBpnsJt7dBpSBA
Oct 2011
>130 „definitions“
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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 20
“The most important, and indeed truly unique, contribution
of management in the 20th century was the
fifty-fold increase in the productivity
of the manual worker in manufacturing.
The most important contribution management
needs to make in the 21st century is
similarly to increase the productivity
of knowledge work and the knowledge worker”
KM – why is it important now?Management guru Peter F. Drucker, 1909-2005 stated …
image source: http://projektmanagement.wordpress.com/category/projektmanagement/page/49/
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 21
Work: knowledge is the major resource in high-income countries … knowledge-intensive work grows versus manual “mechanical“ work
People: education and self-responsibility
Organization: self-organization, networking and collaboration … learning
Infrastruktur: digitalization and information networking
Economy: global, open, internet-based …
Additional trends: Outsourcing … automatization … mobility … complexity …
KM – why is it important now?an interplay of many factors …
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 22
Can KM create value? – MAKE dimension 8: Managingenterprise knowledge to generate shareholder/stakeholder value
Develop and deploy an enterprise knowledge-based strategy for increasing shareholder/stakeholder value KM 5
Develop and deploy enterprise knowledge-based programs for increasing shareholder/stakeholder value KM 5
Map and measure knowledge value chains KM 5
Develop and manage knowledge-based value creation MAKE competition
Measure change in enterprise shareholder/stakeholder value
Communicate/report on knowledge-based value creation
new slide
Successfully managing enterprise knowledge yields big dividends.
The 2013 Global MAKE Winners trading on the NYSE/NASDAQ showed
• Total Return to Shareholders (TRS) for the ten-year period 2003-2012 of 22.8% - 2.3 times the average Fortune 500 company median.
• Return on Revenues (ROR) for the 2013 Global MAKE Winners was 12.3% - 3.8 times that of the Fortune 500 ROR median.
• Return on Assets (ROA) for the 2013 Global MAKE Winners was 9.8% - 4.6 that of the Fortune 500 ROA median.
source: Global MAKE report 2013
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 23
Knowledge is the major resource in high-income countriessource: http://www.bloomberg.com/slideshow/2014-01-21/best-countries-for-business-2014.html#slide16 22.01.2014
behind Hongkong, Kanada, USA, Singapur/Australien
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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 24
guilds … chambers of crafts
schools, universities, …
regulations, laws, …
publicly / government sponsored collaborationbetween companies …
social networks, self help groups, consumer protection, …
public knowledge repositories, e.g. Wikipedia, LEO, … wer-weiß-was (who-knows it), …
public cultural and scientific organizations/events
media …
religion, popular wisdom, tales, …
…
also important: the quality of “public KM” in a society - examples
Lessons Learned process?
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 25
Regionaldistribution ofprofessional KM
indicator:2014 Knoco Global Survey of KM
369 contributions
www.knoco.com
125
18
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 26
No time for KM?
source: km4dev
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 27
Introduction: Knowledge, KM – and why?
Focus: Knowledge - practical insights, descriptions and models
• overview and 3D space of knowledge quality• codified knowledge – defined, described, structured: examples• distributed and/or networked knowledge: examples• flat vs. deep knowledge – level of expertise / proficiency: examples• tangibility – explicit vs. implicit or even tacit knowledge: examples
Agenda
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 28
Design: Ron Hofer
uKnowledge has different holders and specifities
knowledge holder – knowledge specifity
person – education, experiences, abilities, …
organization – distributed and/or networked capabilities in groups
collective: everybody knows it
complementarily connected: the group knows it only together (everybody has only a part of a „puzzle“)
information – codified (defined, described, structured) knowledge = described capability
information = knowledge??not disjunctive, but overlapping sets
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 29
e.g. knowledge abouta process, product, market, …
Example: knowledge holders and knowledge networking in a business knowledge area
expert
documents
files
jointdocuments
joint files
group(community, team,
org. unit, …)
IT-systems
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 30
uKnowledge specifities: dimensions and characteristics useful in KM
content / knowledge area / activity space / topic / theme / … „what are we talking about?“
quality (e.g. in a specific knowledge area) level of expertise level of distributedness and/or
connectedness/networking level of codification
tangibility / visibility explicit / externalized implicit (not yet externalized)
aware (momentarily) not aware = tacit
additional specifities: value truth / validity … combinations like
knowledge breadth, e.g. number of knowledge areas with certain level of expertise, …
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 31
Example for knowledge area „find the way from A to D“typically any relevant knowledge area is represented in all three specifities
professional guide
tourist, being the 2nd time there
various proficiencylevels
proficiency of somebody,who has done it before A B
B CC D
partial knowledgediffused and inter-connected acrossvarious persons
navigation systemcodified knowledge
in various mapsand guidebooks
travel reports
distribution /networking
codification
codificationdepth /
proficiency
Additional Dimension: Knowledge Content, e.g.geographical, economical, metrological, …
explicit / implicit / tacit?
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 32
uBasic concepts: 3D knowledge quality space andbasic KM processes improve/adapt knowledge quality
distrib./networkg.
codification exp
ertis
e/pr
ofic
ienc
y
world-classexpert
beginner
skilled &trained
profess’lexpert
in
divi
dual
c
olle
ctiv
e /
co
mpl
emen
tary
Sources: Max Boisot, CIBIT, Siemens, JHA
~head & stomach
~powerpoint
~guideline
~standard
Improve:describe, structure, define
Improve:deepen & detailabstract & enrich
Improve: share/distribute
and network/combine
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 33
unsystematical KM is nothing new in business and private life:
intuitively – personally – semi-professional
biased by one knowledge holder
separately driven by various KM key players* and/or support functions
too much fokused on specific KM instruments or solutions
professional approach:
systematic: KM theory, concepts, processes supported by practical experiences
balanced: all three knowledge holders and their interplaying are incorporated, i.e. balancing the three knowledge quality dimensions for the best joint solution
orchestrated: coordinated proceeding of KM with all involved partner disciplines
taylored: oriented on needs and possibillities of the organization(s. KM 5 Knowledge Strategy, KM-State-and-Needs-Analysis)
uWhy KM as a discipline for ist own? Characteristics for a professional KM approach?
often heard objection: „KM is nothing new!?“
* person, organization, information
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 34
Managing all knowledge holders – example HELIOS Kliniken GmbH „KM in health care – knowledge sharing drives to success“
source: Helios Kliniken internet homepage 2009
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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 35
Introduction: Knowledge, KM – and why?
Focus: Knowledge - practical insights, descriptions and models
• overview and 3D space of knowledge quality• codified knowledge – defined, described, structured: examples• distributed and/or networked knowledge: examples• flat vs. deep knowledge – level of expertise / proficiency: examples• tangibility – explicit vs. implicit or even tacit knowledge: examples
Agenda
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 36
Codified knowledge- examples (1)
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 37
Codified knowledge- examples (2)
17 advices, what to do / not to do with a candlecandle information, March 2014
photo advice, how to dress in foreign cultureIran, May 2014
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 38
room for legal studies in Munich townhall,
May 2014
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 39
Codifying knowledge – example:Expert Debriefing how to make apple strudel
your knowledge about„appropriate apples“?
notes about ingredients
and proceeding
plus video record, e.g.how to tear the dough thin and flat
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 40
Codified knowledge: Lessons Learned / Best Practices in Frequently Asked Questions on battery product page
http://www.akku.net/akku-faq.html#25
Can fast charging destroy my storage battery?
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 41
Codified knowledge: example of measuring the level of codification and expertise source: test 6/2001 (Stiftung Warentest)
additional similar test assessments:test 09/2007 – software for English learningtest 10/2007 – school books on historytest 02/2009 – career guidebooks
what is measured:correctness
completenesstracability
source listingreliability of sources
structuringdetailing
...
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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 42
Knowledge with increasing level of codification described by „know-ledge sediments“ with examples concerning communities of practice
standard, code, patent, ... database, standard repository, obligatory training...
guideline, Best Practice, rule, ... document mngt. system, handbook,reference process model, training...
typical approach, good practice, ... Q&A forum, FAQ, seminar ...
idea, draft, rough concept, ... concept modeller, wiki, workshop...
„seeds for ideas“, trend, meaning, ... creativity instruments, blogging, coffee corner ...
knowledge KM processes / instruments
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 43
Introduction: Knowledge, KM – and why?
Focus: Knowledge - practical insights, descriptions and models
• overview and 3D space of knowledge quality• codified knowledge – defined, described, structured: examples• distributed and/or networked knowledge: examples• flat vs. deep knowledge – level of expertise / proficiency: examples• tangibility – explicit vs. implicit or even tacit knowledge: examples
Agenda
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 44
… imagine, we would make thefollowing two group exercises …
exercise 1 – everybody is on his own:
10 words are read to you
you try to keep them in mind
guess: how many will you remember to write down? *
exercise 2 – we build groups of ten:
15 words are read to the group
every group tries to keep them in mind
guess: how many will you remember to write down as a group? **
• house
• age
• wood
• story
• …
10 / 15words
list
* ty
pica
l res
ult:
5-8
wor
ds |
** 1
3-15
wor
ds
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 45
distributed and collective, e.g. joint language
distributed and complementary = networked – examples:
trivial – but surprising: in this room – who is next with birthday?
real – business-relevant:comprehensive knowledge about products and processes
fictive: in this room we surely could combine ourcomplementary knowledge to create an innovation
real – business-relevant: : collective intelligence / Crowd Intelligence
„Swarm Intelligence“ (many of the same kind with rules for cooperation)
symbiosis (many different complementing to something greater)
example: prediction markets, e.g. estimating the chip price at HP –employees bet anonymiously on the future price of memory chips in six months: <70% improved forecasting compared to usual expert team
uDistributed and/or networked knowledge: examples
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 46
Distributed networkedknowledge: example
Old towns are grown artefactsof distributed networked knowledge: no individual masterplan but the result of networking of many citizens
source: Suedd. Zeitung, 2014-05-12
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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 47
Access – MM visitors / month source: WIKIMEDIA / SZ 15 May 2014
started 2001, currently >4,5MM articles in Englisch, >1MM in German, >200k in >1,5MM registered users and an unknown number
of unregistered users have contributed
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 48
backup slideask mommy
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 49
www.best-in-class.com
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… offering distributed/networked
knowledge via expert teams / networks …
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 50
ad hoc networking of fans of this type of photo brainteaser
– where-is-this? – to get information about the unknown location, where the
photo has been shot
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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 51
http://www.crowdworx.com/ 22.10.12
… making the knowledge of the crowd useful for
business questions
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 52
Distributed / networking knowledge of medical online consulting: measuring the level of expertise – example source: test 4/2003 (Stiftung Warentest)
similar test assessments: 01/2010 – user evaluation of hotel portals
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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 53
Organizational forms with distributed and/or networked knowledge – examples
expert network /Community of Practice
customercompany
product / process knowledge,requested image / brand knowl.
reqirements, ideasfactual image, brand knowledge
businessrelationship
static &dynamicaspects
personal relationship partners
relationship knowledge… joint rituals
specificexpertise
department, project or process team
joint task& context
joint collectiveknowledge area
individualperspective
jointpersp.
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 54
Introduction: Knowledge, KM – and why?
Focus: Knowledge - practical insights, descriptions and models
• overview and 3D space of knowledge quality• codified knowledge – defined, described, structured: examples• distributed and/or networked knowledge: examples• flat vs. deep knowledge – level of expertise / proficiency: examples• tangibility – explicit vs. implicit or even tacit knowledge: examples
Agenda
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 55
flat vs. deep knowledge – level of expertise / proficiency: examples of measurements reputation in media / expert communities / …
comparison viabenchmarking,
assessments, …
examination results, e.g. school, university, …
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 56
Individual level of expertise: measurement examplesource: test 2/2004 (Stiftung Warentest)
additional similar test assessments:test 04/2008 – gynecologisttest 05/2014 – pharmacists
20 urologists tested(in Germany)
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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 57
Introduction: Knowledge, KM – and why?
Focus: Knowledge - practical insights, descriptions and models
• overview and 3D space of knowledge quality• codified knowledge – defined, described, structured: examples• distributed and/or networked knowledge: examples• flat vs. deep knowledge – level of expertise / proficiency: examples• tangibility – explicit vs. implicit or even tacit knowledge: examples
Agenda
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 58
uBasic concepts: 3D knowledge quality space andbasic KM processes improve/adapt knowledge quality
distrib./networkg.
codification exp
ertis
e/pr
ofic
ienc
y
world-classexpert
beginner
skilled &trained
profess’lexpert
in
divi
dual
c
olle
ctiv
e /
co
mpl
emen
tary
Sources: Max Boisot, CIBIT, Siemens, JHA
~head & stomach
~powerpoint
~guideline
~standard
Improve:describe, structure, define
Improve:deepen & detailabstract & enrich
Improve: share/distribute
and network/combine
tacit … implicit … explicitincreasing level of knowledge codification
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 59
uExplicit and implicit / tacit knowledge*
to make knowledge explicit (externalized)is a question of effort –
theoretically you may even lift an iceberg
Sources: http://eisberg.know-library.net/
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 60
uExplicit and implicit / tacit knowledgeexamples
explicit knowledge – examples
informally articulated:
gossip … talk … discussion …
informally documented:
message … story … report …
formally documented:
FAQ … Lesson Learnt … Best Practice
product / process model
guideline … standard … patent
implicit knowledge (in person /group / information) – examples
not (yet) articulated … hard to articulate / describe … (still) tacit, because no trigger yet
(undocumented) experiences
art, craft, skill, e.g. sailboarding
characteristics, e.g. analytic or design thinking
values
relationship, context understanding
”between the lines” …in “Big Data”*
in artefact ...
*what has to be stocked in walmart stores before a hurricane, besides flashlights, water bottles and boots? strawberry pop tarts and beer http://www.linkedin.com/groups/Knowledge-embedded-in-big-data-77700.S.275624713?trk=group_search_item_list-0-b-ttl&goback=.gna_77700 Oct. 2013
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 62
Group exercise: knowledge holders and specifities
Define jointly in your group the knowledge area you will discuss.It should be defined in its name by an activity and an object – some examples:
conduct meeting
manage work-life-balance
cook dinner dish
manage public relations
plan journey
manage project
your choice ...
Then discuss examples in that knowledge area for:
1. knowledge holder personand its specific expertise?
2. knowledge holder group and its specific organizational capability – differentiate between
2a. collective capability?
2b. connected/networked capability? (what is the name for the „puzzle-like“ capability?)
3. knowledge holder informationand its documented knowledge?
4. flat and deep knowledge?
5. implicit and explicit knowledge?
6. tacit knowledge?
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 63
Knowledge, KM – and why?
3D space of knowledge quality
codified knowledge
distributed and/or networked knowledge
level of expertise / proficiency
tangibility – explicit, implicit, tacit knowledge
Summary & discussion
?
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 64
Contact
Dr.-Ing. Josef Hofer-AlfeisConsulting for Knowledge and Innovation Management
Josef-Sterr-Str. 4, 81377 München, GermanyT +49 89 85661623M +49 173 9775943Email [email protected]
Skype JHofer-AlfeisBrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html XING https://www.xing.com/profile/Josef_HoferAlfeis Public Maven profile: http://www.maven.co/profile/5Anc2u3DTwitter HoferAlfeisJBookmarking http://del.icio.us/HoferAlfeisJFacebook http://www.facebook.com/profile.php?id=1800807835#!/ yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm
PartnerCompetence Center Knowledge | Innovation | Intellectual Capital Mgt.Amontis Consulting AGKurfürsten Anlage 34D-69115 Heidelbergwww.amontis.com
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 65
Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014
BOOKS:
Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013
Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X
Learning to fly: practical knowledge management from leading and learning organisations – Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091
Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001. ISBN: 0-87584-870-2
Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing ,2002. ISBN: 3895781819
Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3-9810595-4-0
LINKS: www.knowledgebusiness.com www.apqc.org/membership-knowledge-management www.pwm.at www.c-o-k.de/index.htm www.xing.com/net/pri3b94dax/knowledgemanagement/ www.xing.com/net/wm www.wissenmanagen.net/ www.cogneon.de www.eknowledgecenter.com Bookmark services from JHA:
JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks Important discussion forums for KM & Innovations Mngt. (selction):
http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_ foren
JOURNALS: Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)
Journal of Knowledge Management (Fokus Forschung; englisch)
KM Review (Fokus Anwendung; englisch) http://www.melcrum.com/products/journals/kmr.shtml
COMMUNITIES OF PRACTICE / BODIES:
WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip
Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten,z.B. gfwm-regional München: http://www.gfwm.de/group/121
BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz
PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA: Improving Knowledge Management for Service Organizations, Munich Re,
Communities Meeting, Hohenkammer 2014
Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012, and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-twitter?from=new_upload_email
Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement‑ Synergien, Projektbeispiele und Erfahrungen ‑ In: KnowTech Konferenzband 2011, www.knowtech.net
~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen Forschern/Interessierten für Technologie-Innovation – „Technologie-Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011, http://knowledgecamp.mixxt.org/networks/files/folder.10675
Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... ‑ In: KnowTech Konferenzband 2009, www.knowtech.net
Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of the ageing workforce. Int. J. Human Resources Development and Management, Vol. 9, Nos. 2/3, 2009
~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn
~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und Therapie ‑ In: KnowTech Konferenzband 2008, www.knowtech.net
~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,
~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;
~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz. Wissensmanagement, Heft 2/2008, S. 38-39
~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess-Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx
~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in: KnowTech Konferenzband 2006, www.knowtech.net
~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net
~: Effective Integration of KM into the Business Starts with a Top-down Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719-728
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Analysis of KM / InnoM state and needs via interviews with key people and design of an inter-disciplinary KM / InnoM program
Moderation of developing a knowledge strategy with the business strategy by the management team
Support of KM strategy definition, KM implementation and controlling
Systematic and transparent design of expert career systems based on a knowledge strategy
Support with specific KM / InnoM instruments – examples:
Debriefing of teams or leaving experts
Development and improvement of communities of practice and other social networks
Coaching by development of an individual knowledge strategy / KM program
Dr.-Ing. Josef Hofer-Alfeis:Consulting Offerings for KM and Innovation Mngt. (InnoM)
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