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KNOWLEDGE MANAGEMENTKnowledge Fundamentals
Raymund Sison, PhDCollege of Computer Studies
De La Salle University
[email protected]://mysite.dlsu.edu.ph/faculty/sisonr
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Data
Data Raw, unprocessed record of an aspect of an event
A particular sale of a particular item on a particular day
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Data vs. Information
Data Raw, unprocessed record of an aspect of an event
A particular sale of a particular item on a particular day
Information Processed data Daily sale of a particular item
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Data vs. Information vs. Knowledge
Data Raw, unprocessed record of an aspect of an event
A particular sale of a particular item on a particular day
Information Processed data Daily sale of a particular item
Knowledge Actionable information (Drucker, 1999)
Daily sale of a particular item has been increasing steadily for the past six months, and…
Drucker, P. (1999). Management Challenges for the 21st Century. New York: HarperCollins
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Activity 1
Form groups (according to the project groupings).
Each group formulates answers to the question, “What makes information actionable (i.e., what are needed for one to be able to act on information)?”
A representative from each group will share his/her group’s answers with the class.
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Knowledge as Actionable Information
What makes information actionable? Experience Values Knowledge
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Knowledge as Actionable Information
What makes information actionable? Experience
• Improves judgment so that one is better able to… Know how to detect actionable information, i.e.,
to know whether to act on information one has received or perceived
Know how to search for actionable information
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Knowledge as Actionable Information
Values, biases• Color judgment so that one’s judgment of
the actionability of information, or search for actionable information is either… Intensified Weakened
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Knowledge as Actionable Information
Knowledge• Enables one to act on information judged to
be actionable, so that one knows… How to act (what to do) and when How to learn from this judgment and action, and
their consequences
Notice that there are 2 kinds of knowledge here: declarative and procedural.
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Kinds of Knowledge
Schemas Strategies
Concepts Rules
Facts Procedures Simple
Complex
ProceduralDeclarative
•Generalized or episodic•Common sense or specialized•Surface (textbook) or deep•Tacit or explicit
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Kinds of Knowledge: Declarative vs. Procedural
Declarative Knowledge that describes “what”
• E.g., that quality is this company’s primary value; that quality is defined as conformance to the specific standards namely…; that quality is impacted by various factors such as…
Procedural Knowledge that describes “how”
• E.g., how to fill up a form, how to diagnose a problem, how to grow the company
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Activity 2
With your group, discuss then write on the board the 3 most important pieces or chunks of knowledge that people in your client organization need in order to accomplish their knowledge work.
A representative from each group will discuss his/her group’s answers in front.
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Further Examples of Knowledge
Knowledge of a particular job• E.g., how to elicit and specify user
requirements; how to teach computer programming
Knowledge of how to make a product• E.g., the Coke formula
Knowledge of who knows what in a company
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Further Examples of Knowledge
Knowledge of how to put together a team that can achieve a particular task
Knowledge of how to get things done in a company
Knowledge of a particular customer account
Knowledge of a country and its business customs
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Kinds of Knowledge
Schemas Strategies
Concepts Rules
Facts Procedures Simple
Complex
ProceduralDeclarative
•Generalized or episodic•Common sense or specialized•Surface (textbook) or deep•Tacit or explicit
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Kinds of Knowledge:Simple to Complex
Fact Something that exists, actually
happened, or is true• E.g., 1+1=2; Manila is the capital of the
Philippines
Procedure Series of steps for accomplishing a task
• E.g., addition procedure, enrollment procedure
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Kinds of Knowledge:Simple to Complex
Concept A class of things that have the same
defining or characteristics attributes• E.g., integers, knowledge management
Rule (a.k.a. principle) A principle that guides behavior or the
ways things are done• E.g., “Find a balance between codification
and personalization.” Some rules are heuristic, e.g., “If it’s cloudy,
bring an umbrella.”
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Kinds of Knowledge:Simple to Complex
Schema Structured clusters of interrelated
concepts• E.g., taxonomy, solar system model, ERD
Strategy A plan or method for achieving any
specific goal• E.g., business strategy, testing strategy, KM
strategy
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Kinds of Knowledge:Generalized vs. Episodic
Generalized (a.k.a. semantic knowledge)• Decontextualized knowledge of facts about
the entities and relations between entities in the world E.g., birds have wings
Episodic• Knowledge about events or entities that are
marked as happening at a particular time E.g., what I did last summer
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Kinds of Knowledge:Common Sense vs. Specialized
Common sense• E.g., Eat well to be well; knowledge about
healthy living
Specialized• E.g., Carbohydrates, protein, and fat must
be consumed in the following proportion 70:25:5; knowledge about healing the sick
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Kinds of Knowledge:Surface vs. Deep
Surface (a.k.a. textbook knowledge) Knowledge that everyone (in a particular
field) knows• E.g., diagnosing the flu
Deep (a.k.a. expert knowledge) Knowledge that one only gains through
years of experience• E.g., detecting meningitis
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Kinds of Knowledge:Explicit vs. Tacit (Polanyi)
Explicit Knowledge is easy to make available to
another for inspection• E.g., a recipe; a written explanation of a business
process
Tacit Knowledge that is very difficult to make explicit Some say that 90% of all organizational
knowledge is tacit• E.g., how to quickly convince people about an idea;
how to quickly elicit requirements from users
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Know-what
Know-how
Know-why
Care-why
Kinds of Knowledge:Know-what to Care-why (Quinn)
Quinn, J., Anderson, P. & Finkelstein, S. (1996). Managing Professional Intellect: Making the Most out of the Best, Harvard Business Review (1996), pp. 71-86.
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Kinds of Knowledge:Know-what to Care-why (Quinn)
Know-what • Knowledge gained primarily through books
Know-how• Knowledge gained primarily through
experience
Know-why• Deep knowledge of complex cause-and-
effect relationships E.g., knowing just when to sell (stockbroker);
knowing the perfect moment to hit (baseball player)
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Kinds of Knowledge:Know-what to Care-why (Quinn)
Care-why• Very deep knowledge that explains why
highly motivated, creative, and energetic groups and companies outperform larger corporations with more money and resources
• Exists in a company’s culture
• Most difficult (some say impossible) for a knowledge management system to support
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Know-what
Know-how
Know-why
Care-why
Where do you think would most companies be?
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KM Pyramid (Rosenberg)
Level 2: Information Creation, Sharing, and Management
Level 3: Enterprise Intelligence
Level 1: Document Management Documents stored online; Online access & retrieval
Capturing & distributing expert stories; communication & collaboration
Building expert networks; performance support
Rosenberg, M. (2000). E-Learning: Strategies for Delivering Knowledge in the Digital Age. New York: McGraw-Hill.
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Knowledge Representationfor Level-3 KM
Four major knowledge representation approaches: Logical
• Example: first-order predicate logic
Procedural• Example: if-then rules
Network• Examples: semantic networks, conceptual
dependencies
Structured• Examples: frames, scripts, objects
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Predicate Logic Example
father(abraham,isaac). father(isaac,jacob). father(jacob,judah). father(jacob,joseph).
XY(father(X,Z)father(Z,Y)grandfather(X,Y))
XY(father(X,Y)ancestor(X,Y))XY(father(X,Z)ancestor(Z,Y)ancestor(X,Y))
Questions: Is Isaac the father of Jacob? Who is the grandfather of Jacob?Who are the children of Jacob? Who are the ancestors of Jacob?
Facts
Rules
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Production Rules Example
FactsRules
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Another Production Rule Example
Rule 578:
IF[1] the infection which requires therapy is
meningitis, and[2] organisms were not seen on the stain of the
pending csf culture (CULTURE-1), and[3] the type of the infection may be bacterial, and[4] the patient has been seriously burned
THEN there is suggestive evidence that Pseudomonas-
aeruginosa is one of the organisms (other than those seen on cultures or smears) which might be causing the infection
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Semantic Network Example
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Conceptual Dependency Example
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Frames Example
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Script Example
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Script Example
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Script Example
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Activity 3
With your group, choose one of the 3 most important chunks of knowledge earlier identified by your group.
Describe and represent part of this knowledge using any combination of the 4 knowledge representation approaches.
A representative from each group will discuss his/her group’s answers in front.
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Knowledge and Knowledge Workers
Who are knowledge workers? Workers who rely on considerable
knowledge to perform their tasks Workers whose productivity are
determined by 6 factors (Drucker):• Understanding of what his or her task is
This is not as clear as it may seem In contrast, a manual worker knows what the
task is. His/her main question is how do best perform this task.
Drucker, P. (1999). Management Challenges for the 21st Century. New York: HarperCollins.
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Knowledge and Knowledge Workers
• Degree of autonomy• Continuing innovation (as part of the
knowledge worker’s task and responsibility)• Continuous learning and teaching• Quality as well as quantity of output• Knowledge worker’s being treated as an
“asset” rather than a “cost” Knowledge worker must want to work for the
organization in preference to all other opportunities
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Knowledge and Knowledge Organizations
Some definitions: KO = knowledge intensive organization =
one for which knowledge is greater in value than traditional assets
KO = an organization that views knowledge as at least equal in value to traditional assets
KO = one in which the value added of employees is the knowledge they possess
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Knowledge and Knowledge Organizations
Examples: High-tech firms Engineering organizations Research laboratories Consulting houses Marketing organizations Sales organizations Software organizations
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Knowledge and Knowledge Organizations
Organizations that work on a ‘project’ basis, e.g., lawyers
Recruitment/head hunter organizations
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Knowledge Economy
Economy in which a/the main driving force is knowledge (a.k.a. high-tech).
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Debate
In general, knowledge management is NOT cost-beneficial to implement in the Philippines.
Debate mechanics:• Round 1: T1-T2-Disc
• Round 2 (Rebuttal): T2-T1-Disc
• Round 3 (Conclusion): T1-T2
• Panel: Review, decision, justification