knowledge management - practice orientation -process orientation - communities practice

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Knowledge Management - Practice Orientation -Process orientation - Communities Practice Paul R Gamble & John Blackwell Ida Kurniati

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Knowledge Management - Practice Orientation -Process orientation - Communities Practice. Paul R Gamble & John Blackwell Ida Kurniati. The purpose of knowledge management is to provide a guide to productive and sound decision making which then forms the basis of action. - PowerPoint PPT Presentation

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Page 1: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Knowledge Management

- Practice Orientation-Process orientation

- Communities Practice

Paul R Gamble & John Blackwell

Ida Kurniati

Page 2: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

The purpose of knowledge management is to provide a guide to productive and sound decision making which then forms the basis of action

Page 3: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Data

Information

Knowledge

Wisdom

Page 4: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Meeting Customer need• Member of organization must understand how his of her work

contribute to fulfilling costumer needs• How products and services provide costumer values

Process• Each person must understand how his or her work relates to the

work of others• Higher quality and lower cost

The body of knowledge• Each person must understand to varying degrees, something

about the subject matter with which members of the enterprise deal.

Commercial Environment3 concern areas

Page 5: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Knowledge chaotic

• The organization is unaware of the importance if the achievement and its goal

Knowledge aware

• Recognize the need of management

Knowledge enable

• The actions taken in steps slowly

Knowledge managed

• The framework of procedures and tools are discover

Knowledge Centric

• Demonstrate sustainable competitive advantage

Page 6: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

The same people that failed TQM will fail knowledge management

3 fundamental questions1. What do you know?2. What do you need to know?3. What is the best way of getting it?

How to Institutionalize Best Practice

Page 7: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Knowledge management focuses on core business process

- core process - add value more effectively

Process Orientation

Page 8: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

The capture of good quality management from external to internal sources

A method of codifying that knowledge is devised, knowledge is classified, and valued

A means of giving access to the knowledge then has to be created

Knowledge is used, there has to be a cultural of searching out and personally important available knowledge

The feedback loop has to be completed as the knowledge worker adds value existing knowledge by amending it through use

When knowledge has outlived its usefulness it must be removed from the knowledge base

The life Cycle of Knowledge Management

Page 9: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice
Page 10: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

1. Recognize different types of knowledge◦ Static knowledge; database◦ Dynamic knowledge◦ Declarative knowledge: knowing that◦ Procedural knowledge: knowing how◦ Knowledge that is abstract◦ Knowledge that is specific

2. Recognize that there are different types of expert3. Recognize that there are different ways of representing;

reports, manual, computer data base, etc.4. Recognize different ways of using knowledge;

management take off

Recognize different types of Knowledge

Page 11: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Dynamic knowledge

Page 12: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Declarative, Procedural Knowledge

Page 13: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

1. Know what2. Know how3. Know why4. Care why

Knowledge TAKE OFF

Page 14: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Internet and intranet = attraction factor

The internet and intranets

Page 15: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

They should be well accepted by the community that has to use them

They should allow and support rich communication in a simple efficient way

They should have a way of conveying emotional overtones, such as opinions and biases

They should support informal communication and multiple ways of expressing ideas and thoughts

Above all, they should not be imposed, they should free “natural”. To give this is a label, the technology should seem “transparent

Technologies support knowledge management should follow characteristics below:

Page 16: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

1. Come together voluntarily for shared purpose2. Have members that identify themselves as part of

communities3. Repeatedly engage in activities with other members

and communities4. Have interactions that last for an indeterminate period

of time

Community of Practice (CoP) can be defined as “groups of people who share a concern, a set of problems, or a passion about a topic, and deepen their knowledge and expertise in this area by interacting on an ongoing basis”

COMMUNITY OF PRACTICE

Page 17: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Community of Practice

Successful knowledge management requires a fundamental change in the way most companies do business

Knowledge UsersKnowledge managementCompetency Knowledge managersChief knowledge officers

Page 18: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Embodied to embodied knowledge Embodied to represented knowledge Represented to represented knowledge Represented to embodied knowledge

Knowledge Conversion

Page 19: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Human

capital

Social capit

al

Intellectual

capital

Page 20: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Flexibility Agility Organization’s ability to respond problem,

communities act as filters of ideas Developing human resources

Building Social Capital

Page 21: Knowledge  Management -  Practice Orientation -Process orientation - Communities Practice

Assessment: APQC (INTEGRATING KNOWLEDGE

MANAGEMENT AND ORGANIZATIONAL LEARNING) ◦ Process◦ Financial◦ Employees ◦ Customers◦ Innovation

Culture trust

How to manage