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Knowledge CreationInformation and Knowledge Management
Pedro González, nº29919Faroq Al-Tam, nº41287
Universidade do AlgarveFaculdade de Ciências e TecnologiaMestrado em Engenharia Informática
Contents
Introduction Knowledge Activities Attribute dimensions Knowledge maturation cycle Sharing and creation Focusing KM on the process Knowledge and Sense-Making Organization Learning
Knowledge Creation
Is an important activity for organization?! Valuable Resource VS Traditional ones Greater Effectiveness Survival Far-Reaching objectives (social, national, … etc) Leading Innovation
Knowledge Management (KM ) Right K to Right P at Right T for Right C. Obstacles. (unreliable , incompleteness, … )
Knowledge Activities 1/3
KnowledgeActivities
AcquisitionSelection
Internalization
Externalization Generation
Knowledge flow
Knowledge Activities 2/3
Acquisition – identifying knowledge in the external environment
Selection – identifying knowledge in an organization's internal knowledge resources base
Internalization – distribute or store acquired, selected or generated knowledge within the organization
(consumer satisfaction surveys, hiring an employee)
(select qualified employees to lend their knowledge to some task)
(documentation)
Knowledge Activities 3/3
Externalization – embedding knowledge in outputs (e.g. Products, services) to release into the environment
Generation – production of new knowledge from existing knowledge by derivation or discovery
(manufacturing a product, developing an advertisement)
(discovering patterns, deriving forecasts)
Attribute Dimensions
Type and Mode Nature and process
Type
Descriptive Procedural Reasoning
What How Why
Mode
Tacit Explicit Cultural
Procedural/Reasoning(Descriptive) → New Knowledge Knowledge is the result of a process
Face-to-Face conversation
Journals, DB, Records
Assumptions,Beliefs,Norms
They provide different perspectives on the knowledge creation.
Attribute Dimensions cont.
Other knowledge creation activities Serendipitous event Intentional act Unrelated experiments A gap in a previous knowledge
Generating new knowledge Discovery Derivation
Shukla's maturation cycle Based on works of Boisot and Nonaka
Stage 1:Discoveredknowledge
Stage 2:Codified
knowledge
Stage 3:Migratoryknowledge
Stage 4:Invisible
knowledge
Knowledge Sharing and Creation
Why do we share it? What/who is the key-factor of sharing
successfulness? How to share it? (Nonaka et al 1995).
Four processes Socialization (coworkers conversation) Externalization(tacit → explicit) Combination(explicit → ExPliCit) Internalization(explicit → tacit)
Knowledge Sharing and Creation cont.
4 processes to 3 integrated Models(Choo, 1998).
Knowledge conversion Concerns on internal knowledge cycle. Sharing promoted by ”information redundancy” More freedom to individual to discover new
knowledge.
Knowledge building Offer an environment for knowledge creation Help individuals increase capabilities and solving
shared problems
Knowledge Linking Sharing with other organizations (coordination,...etc)
Focusing KM on the process 1/2
”To grasp the meaning of a thing (…) is to see its relation to other things” (Dewey)
Create knowledge constructing frameworks that capture new perspectives on relationships
A good KM system should focus on learning and innovating processes
Consider how people communicate
Focusing KM on the process 2/2
KM systems can capture complexity of human organizations and human thought and create patterns of relationships that create new knowledge
KM webs reflect multiple connections between institutions, countries, etc
Knowledge and Sense-making
How do organizations use Knowledge? Make sense to change environment Create Knowledge for innovation Use past expertise to make decisions
Process of sense-making includes: Enactment (Environmental boundaries and interpreting raw data)
Selection (Puts meaning on data from past experience)
Retention (Stores successful sense-making for future use)
Organization Learning
We ALL practice this science Depends on the learning process to extend
our capacity to create and generate. Organizations:
Were becoming more complex (challenges) Increase in number, diversity, interconnections Events occur quickly and need some fast
reactions
How can knowledge creation help?
Organization Learning Pillars
Team Learning
Systems ThinkingShared Mental Model
Personal Mastery Shared Vision
Organization Learning
The organization's intelligence is greater than the sum of the knowledge of the individuals
The environment should encourage learning and have processes to promote knowledge creation
OL is facilitated by the dissolution of organizational boundaries
It's needed a structure that encourages communication, interaction and flexibility
Learning organizations
Learning organizations Traditional model
Permeable boundaries Clear boundaries
Evolving design Pre-designed
Maximizing skills Minimizing skills
Integrated processes Segmented tasks
Open, multi-functional networks Functional, hierarchical groups
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