knowledge sharing is power judy payne, henley km forum october 2007
TRANSCRIPT
Knowledge sharing is power
Judy Payne, Henley KM ForumOctober 2007
© 2007 Henley KM Forum
DATADispersed elements
INFORMATIONPatterned data
KNOWLEDGEValidated platform
for action
WISDOMImplicitly knowing how to
generate, access and integrate knowledge
De
pth
of
me
an
ing
Tacit
Explicit
(from Saint-Onge, 1996)
© 2007 Henley KM Forum
What is knowledge management?
Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance(Skapinker, 2002)
© 2007 Henley KM Forum
Knowledge networksCommunitiesExpertise directories
CaptureCodifyStore“Explicit”
ConnectCommunicate
“Tacit”
Document ManagementProcesses and workflows
(Larry Prusak, IBM)
Knowledge Management Continuum
© 2007 Henley KM Forum
In practice…
Learning from successes and mistakes– using existing knowledge to improve today’s performance.
Learning how to be more successul – creating new knowledge to improve tomorrow’s performance
Improving collaboration– joining things up
Having the right knowledge in the right place at the right time– to make better decisions
© 2007 Henley KM Forum
But…
Knowing is a human capability. Knowledge itself can’t be managed.
Collaboration is a pre-requisite for knowledge creation and sharing.
Collaboration is voluntary. What we can do is create the right environment and provide
appropriate tools for people to collaborate and to create and share knowledge.
© 2007 Henley KM Forum
What KM people talk about - environment
Culture Trust Learning
Collaboration Strategy Change management
Performance Alliances and partnerships
Knowledge flows
Motivation
© 2007 Henley KM Forum
What KM people talk about – tools
People finders
Wikis Extranets and intranets
EDMS Post-project reviews
After action reviews
Storytelling Mentoring and apprenticeships
Discussion groups
Communities and networks
© 2007 Henley KM Forum
Henley KM Forum Integrated KM model
External relationships
Individual employees
Organisation
Nine knowledge flows Four alignment factors that
influence the effectiveness of the knowledge flows:
– motivation– skills and knowledge– action required– the environment
KM maturity = all nine knowledge flows working together in an integrated and appropriate way
© 2007 Henley KM Forum
KM challenges in project-based organisations
Projects are…
Unique– “my project is different so I can’t learn from yours”
Novel– “no-one will have had this problem before…”
Transient– New relationships for each new project
Closely controlled– No free time or space
© 2007 Henley KM Forum
Types of project
Type 2Product
development
Type 1Engineering
Type 3Systems
development
Type 4Research and organisational
change
Greater
chance of
failure
Greater
chance of
successGoals well defined
Yes No
Methods well defined
No
Yes
(Turner and Cochrane, 1993)
© 2007 Henley KM Forum
Different management approaches
Milestones (components of
product)
Task and activity
scheduling
Milestones (life cycle stages)
Mission definition, team
building, refinement of
objectives
Greater
chance of
failure
Greater
chance of
successGoals well defined
Yes No
Methods well defined
No
Yes
(Turner and Cochrane, 1993)
© 2007 Henley KM Forum
Types of KM practice
Informal knowledge systems e.g. social spaces; non-billable time
Human resources e.g. training and coaching in KM skills; incentives for knowledge sharing
External relationships e.g. benchmarking against competitors; membership of external networks
Organisational practices e.g. senior responsibility for KM; well-defined project management processes with embedded KM
Project practices e.g. project checklists; shared diaries; project reviews; lessons learned sessions
Information technology systems e.g. project extranets; data mining
© 2007 Henley KM Forum
Different KM approaches?
Greater
chance of
failure
Greater
chance of
successGoals well defined
Yes No
Methods well defined
No
Yes
(Turner and Cochrane, 1993)
Suddenly, a heated exchange took place between the king and the moat contractor
