Date
1 - 13 of 13
Blog: Knowledge Management: Ignore at your own peril #KM101
hello, I have read your paper in linkedin and I think it is true what you express, however I feel that by saying this the leaders of the organizations are not understanding and the truth still do not know how to make them understand, only, I think, showing the cases of success and something that moves your consciousness
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El 4/11/2018, a la(s) 11:42 p. m., 'Randhir R.P' randhir.rp@... [sikmleaders] <sikmleaders@...> escribió:
Dear All,In my attempt to give a fresh perspective to managing knowledge, I am writing a series of blogs. Sharing the next blog that I wrote in LinkedIn. Looking forward to your comments and feedback.RegardsRandhir
Ivan Orozco
Hola Sandra,
Unfortunately, the most of leaders, in our environment, perceive the value of knowledge when there are impacts that prevent the achievement of the organization's objectives. Under these circumstances, they are available to consider KM as a management tool that will not only solve these deviations but control the risk associated to the lack of knowledge and skills. Just take a look at many failed digital transformation projects focused only in the technological component. They forgot that the sucess is associated to the expert knowledge required to manage/use it instead of deploying and deliverying the technological tool.
Ivan Orozco
talentbroker.co
El lunes, 5 de noviembre de 2018 4:54:53 a. m. GMT-5, Sandra María López Muriel sandralopezm@... [sikmleaders] escribió:
hello, I have read your paper in linkedin and I think it is true what you express, however I feel that by saying this the leaders of the organizations are not understanding and the truth still do not know how to make them understand, only, I think, showing the cases of success and something that moves your consciousness
Enviado desde mi iPhone
El 4/11/2018, a la(s) 11:42 p. m., 'Randhir R.P' randhir.rp@... [sikmleaders] <sikmleaders@...> escribió:
Dear All,In my attempt to give a fresh perspective to managing knowledge, I am writing a series of blogs. Sharing the next blog that I wrote in LinkedIn. Looking forward to your comments and feedback.RegardsRandhir
tman9999@...
I agree with Ivan. Apart from a few well-documented and oft-cited examples, the only organizations in which I see KM practiced effectively and well are those in which lives are at risk, and effective KM practice is a demonstrated way of reducing that risk. To wit, the military (e.g., https://en.wikipedia.org/wiki/U.S._Army_Center_for_Army_Lessons_Learned), the Wildland Fire Service (www.wildfirelessons.net), and to some degree the medical community (no recent references).
Business generally is different - no one dies if you get it wrong. Sure, there are pockets in the private sector where this is not the case. In the automotive and airline industries, for instance, correctly solving engineering problems is required to ensure safety. But apart from these examples and others of similar ilk, the stakes are different, and the risk/reward profiles for the decisions that are made quickly become very personal. So in addition to the difficulty of measuring the effectiveness of many KM initiatives, you can add to that the difficulty of getting buy in from leadership and decision makers who may feel threatened by KM (for instance), or who may feel as if KM could undermine their base of power or the political coalitions that they expended great effort to build.
Business generally is different - no one dies if you get it wrong. Sure, there are pockets in the private sector where this is not the case. In the automotive and airline industries, for instance, correctly solving engineering problems is required to ensure safety. But apart from these examples and others of similar ilk, the stakes are different, and the risk/reward profiles for the decisions that are made quickly become very personal. So in addition to the difficulty of measuring the effectiveness of many KM initiatives, you can add to that the difficulty of getting buy in from leadership and decision makers who may feel threatened by KM (for instance), or who may feel as if KM could undermine their base of power or the political coalitions that they expended great effort to build.
I completely agree with you, only that those who do not know about knowledge management, do not understand.
El lun., 5 nov. 2018 a las 18:02, 'Ivan G. Orozco' orozcoig@... [sikmleaders] (<sikmleaders@...>) escribió:
Hola Sandra,Unfortunately, the most of leaders, in our environment, perceive the value of knowledge when there are impacts that prevent the achievement of the organization's objectives. Under these circumstances, they are available to consider KM as a management tool that will not only solve these deviations but control the risk associated to the lack of knowledge and skills. Just take a look at many failed digital transformation projects focused only in the technological component. They forgot that the sucess is associated to the expert knowledge required to manage/use it instead of deploying and deliverying the technological tool.Ivan OrozcoEl lunes, 5 de noviembre de 2018 4:54:53 a. m. GMT-5, Sandra María López Muriel sandralopezm@... [sikmleaders] <sikmleaders@...> escribió:hello, I have read your paper in linkedin and I think it is true what you express, however I feel that by saying this the leaders of the organizations are not understanding and the truth still do not know how to make them understand, only, I think, showing the cases of success and something that moves your consciousness
Enviado desde mi iPhone
El 4/11/2018, a la(s) 11:42 p. m., 'Randhir R.P' randhir.rp@... [sikmleaders] <sikmleaders@...> escribió:Dear All,In my attempt to give a fresh perspective to managing knowledge, I am writing a series of blogs. Sharing the next blog that I wrote in LinkedIn. Looking forward to your comments and feedback.RegardsRandhir
--
IEO. Sandra Maria Lopez Muriel. PhD telecomunicaciones
El contenido de este mensaje puede ser información privilegiada y confidencial. Si usted no es el destinatario real del mismo, por favor informe de ello a quien lo envía y destrúyalo en forma inmediata.”
Murray Jennex
I agree pretty much with your comment and will add NASA and the nuclear industry to those that practice KM well due to the lives at risk issue. However, I don't think the medical profession does KM well, they are getting better, but due to privacy restrictions and technology issues the doctors I know do not do good KM. Perhaps the best medical KM source is Gawande's Checklist Manifesto from 2009 which is basic KM/dss....murray
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From: tman9999@... [sikmleaders]
To: sikmleaders
Sent: Mon, Nov 5, 2018 3:40 pm
Subject: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
From: tman9999@... [sikmleaders]
To: sikmleaders
Sent: Mon, Nov 5, 2018 3:40 pm
Subject: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
I agree with Ivan. Apart from a few well-documented and oft-cited examples, the only organizations in which I see KM practiced effectively and well are those in which lives are at risk, and effective KM practice is a demonstrated way of reducing that risk. To wit, the military (e.g., https://en.wikipedia.org/wiki/U.S._Army_Center_for_Army_Lessons_Learned), the Wildland Fire Service (www.wildfirelessons.net), and to some degree the medical community (no recent references).
Business generally is different - no one dies if you get it wrong. Sure, there are pockets in the private sector where this is not the case. In the automotive and airline industries, for instance, correctly solving engineering problems is required to ensure safety. But apart from these examples and others of similar ilk, the stakes are different, and the risk/reward profiles for the decisions that are made quickly become very personal. So in addition to the difficulty of measuring the effectiveness of many KM initiatives, you can add to that the difficulty of getting buy in from leadership and decision makers who may feel threatened by KM (for instance), or who may feel as if KM could undermine their base of power or the political coalitions that they expended great effort to build.
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Business generally is different - no one dies if you get it wrong. Sure, there are pockets in the private sector where this is not the case. In the automotive and airline industries, for instance, correctly solving engineering problems is required to ensure safety. But apart from these examples and others of similar ilk, the stakes are different, and the risk/reward profiles for the decisions that are made quickly become very personal. So in addition to the difficulty of measuring the effectiveness of many KM initiatives, you can add to that the difficulty of getting buy in from leadership and decision makers who may feel threatened by KM (for instance), or who may feel as if KM could undermine their base of power or the political coalitions that they expended great effort to build.
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In medical - gold standard (on the bitondo-meter)
The Cochrane Library is a collection of high- quality, independent evidence to inform healthcare decision-making.
[External]
I agree pretty much with your comment and will add NASA and the nuclear industry to those that practice KM well due to the lives at risk issue. However, I don't think the medical profession does KM well, they are
getting better, but due to privacy restrictions and technology issues the doctors I know do not do good KM. Perhaps the best medical KM source is Gawande's Checklist Manifesto from 2009 which is basic KM/dss....murray
-----Original Message-----
From: tman9999@... [sikmleaders] <sikmleaders@...>
To: sikmleaders <sikmleaders@...>
Sent: Mon, Nov 5, 2018 3:40 pm
Subject: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
From: tman9999@... [sikmleaders] <sikmleaders@...>
To: sikmleaders <sikmleaders@...>
Sent: Mon, Nov 5, 2018 3:40 pm
Subject: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
I agree with Ivan. Apart from a few well-documented and oft-cited examples, the only organizations in which I see KM practiced effectively and well are those in which lives are at risk, and effective KM practice is a demonstrated way of reducing
that risk. To wit, the military (e.g.,
https://en.wikipedia.org/wiki/U.S._Army_Center_for_Army_Lessons_Learned), the Wildland Fire Service (www.wildfirelessons.net), and to some degree the medical community (no recent references).
Business generally is different - no one dies if you get it wrong. Sure, there are pockets in the private sector where this is not the case. In the automotive and airline industries, for instance, correctly solving engineering problems is required to ensure safety. But apart from these examples and others of similar ilk, the stakes are different, and the risk/reward profiles for the decisions that are made quickly become very personal. So in addition to the difficulty of measuring the effectiveness of many KM initiatives, you can add to that the difficulty of getting buy in from leadership and decision makers who may feel threatened by KM (for instance), or who may feel as if KM could undermine their base of power or the political coalitions that they expended great effort to build.
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tman9999@...
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Business generally is different - no one dies if you get it wrong. Sure, there are pockets in the private sector where this is not the case. In the automotive and airline industries, for instance, correctly solving engineering problems is required to ensure safety. But apart from these examples and others of similar ilk, the stakes are different, and the risk/reward profiles for the decisions that are made quickly become very personal. So in addition to the difficulty of measuring the effectiveness of many KM initiatives, you can add to that the difficulty of getting buy in from leadership and decision makers who may feel threatened by KM (for instance), or who may feel as if KM could undermine their base of power or the political coalitions that they expended great effort to build.
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Randhir Pushpa
KM has to go through a metamorphosis, during which it has to shed the tag of content management and social networking. It has to go beyond focusing only on employees and dependent on employees for being successful. The current focus of KM is influenced by Library sciences and technology. That narration has to change and managing knowledge has to come on its own.
Regards
Randhir
On Tue, Nov 6, 2018 at 9:20 AM Barbara Ellen Bitondo bbitondo@... [sikmleaders] <sikmleaders@...> wrote:
In medical - gold standard (on the bitondo-meter)
The Cochrane Library is a collection of high- quality, independent evidence to inform healthcare decision-making.[External]
I agree pretty much with your comment and will add NASA and the nuclear industry to those that practice KM well due to the lives at risk issue. However, I don't think the medical profession does KM well, they are getting better, but due to privacy restrictions and technology issues the doctors I know do not do good KM. Perhaps the best medical KM source is Gawande's Checklist Manifesto from 2009 which is basic KM/dss....murray
-----Original Message-----
From: tman9999@... [sikmleaders] <sikmleaders@...>
To: sikmleaders <sikmleaders@...>
Sent: Mon, Nov 5, 2018 3:40 pm
Subject: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
I agree with Ivan. Apart from a few well-documented and oft-cited examples, the only organizations in which I see KM practiced effectively and well are those in which lives are at risk, and effective KM practice is a demonstrated way of reducing that risk. To wit, the military (e.g., https://en.wikipedia.org/wiki/U.S._Army_Center_for_Army_Lessons_Learned), the Wildland Fire Service (www.wildfirelessons.net), and to some degree the medical community (no recent references).
Business generally is different - no one dies if you get it wrong. Sure, there are pockets in the private sector where this is not the case. In the automotive and airline industries, for instance, correctly solving engineering problems is required to ensure safety. But apart from these examples and others of similar ilk, the stakes are different, and the risk/reward profiles for the decisions that are made quickly become very personal. So in addition to the difficulty of measuring the effectiveness of many KM initiatives, you can add to that the difficulty of getting buy in from leadership and decision makers who may feel threatened by KM (for instance), or who may feel as if KM could undermine their base of power or the political coalitions that they expended great effort to build.tman9999@...
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Randhir,
That has merit. The narrow perspectives you highlight definitely restrict enterprise cultural KM value.
Thank you.
Yours in knowledge,
Edwin
Pioneer Knowledge Services
Edwin K. Morris mobile
From: sikmleaders@... on behalf of 'Randhir R.P' randhir.rp@... [sikmleaders]
Sent: Wednesday, November 7, 2018 12:56:26 AM
To: sikmleaders@...
Subject: Re: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
Sent: Wednesday, November 7, 2018 12:56:26 AM
To: sikmleaders@...
Subject: Re: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
KM has to go through a metamorphosis, during which it has to shed the tag of content management and social networking. It has to go beyond focusing only on employees and dependent on employees for being successful. The current focus of KM is
influenced by Library sciences and technology. That narration has to change and managing knowledge has to come on its own.
Regards
Randhir
On Tue, Nov 6, 2018 at 9:20 AM Barbara Ellen Bitondo
bbitondo@... [sikmleaders] <sikmleaders@...> wrote:
In medical - gold standard (on the bitondo-meter)
The Cochrane Library is a collection of high- quality, independent evidence to inform healthcare decision-making.[External]
I agree pretty much with your comment and will add NASA and the nuclear industry to those that practice KM well due to the lives at risk issue. However, I don't think the medical profession does KM well, they are getting better, but due to privacy restrictions and technology issues the doctors I know do not do good KM. Perhaps the best medical KM source is Gawande's Checklist Manifesto from 2009 which is basic KM/dss....murray
-----Original Message-----
From: tman9999@... [sikmleaders] <sikmleaders@...>
To: sikmleaders <sikmleaders@...>
Sent: Mon, Nov 5, 2018 3:40 pm
Subject: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
I agree with Ivan. Apart from a few well-documented and oft-cited examples, the only organizations in which I see KM practiced effectively and well are those in which lives are at risk, and effective KM practice is a demonstrated way of reducing that risk. To wit, the military (e.g., https://en.wikipedia.org/wiki/U.S._Army_Center_for_Army_Lessons_Learned), the Wildland Fire Service (www.wildfirelessons.net), and to some degree the medical community (no recent references).
Business generally is different - no one dies if you get it wrong. Sure, there are pockets in the private sector where this is not the case. In the automotive and airline industries, for instance, correctly solving engineering problems is required to ensure safety. But apart from these examples and others of similar ilk, the stakes are different, and the risk/reward profiles for the decisions that are made quickly become very personal. So in addition to the difficulty of measuring the effectiveness of many KM initiatives, you can add to that the difficulty of getting buy in from leadership and decision makers who may feel threatened by KM (for instance), or who may feel as if KM could undermine their base of power or the political coalitions that they expended great effort to build.tman9999@...
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Hello Randhir,
Thank you for sharing your article and starting this discussion. I agree that it's time for a shift for KM, but I'm not sure yet what that is. I just know the problems and opportunities that I see in organizations over and over again that could be solved or improved by better people connection and knowledge sharing.
You say that it needs to go beyond content, social networking, employee focus, library science, and technology. If it's not these things, then what is it? Very curious!
Thanks!
Rosanna
KM has to go through a metamorphosis, during which it has to shed the tag of content management and social networking. It has to go beyond focusing only on employees and dependent on employees for being successful. The current focus of KM is influenced by Library sciences and technology. That narration has to change and managing knowledge has to come on its own.RegardsRandhir
On Tue, Nov 6, 2018 at 9:20 AM Barbara Ellen Bitondo bbitondo@... [sikmleaders] <sikmleaders@...> wrote:
In medical - gold standard (on the bitondo-meter)
The Cochrane Library is a collection of high- quality, independent evidence to inform healthcare decision-making.[External]
I agree pretty much with your comment and will add NASA and the nuclear industry to those that practice KM well due to the lives at risk issue. However, I don't think the medical profession does KM well, they are getting better, but due to privacy restrictions and technology issues the doctors I know do not do good KM. Perhaps the best medical KM source is Gawande's Checklist Manifesto from 2009 which is basic KM/dss....murray
-----Original Message-----
From: tman9999@... [sikmleaders] <sikmleaders@...>
To: sikmleaders <sikmleaders@...>
Sent: Mon, Nov 5, 2018 3:40 pm
Subject: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
I agree with Ivan. Apart from a few well-documented and oft-cited examples, the only organizations in which I see KM practiced effectively and well are those in which lives are at risk, and effective KM practice is a demonstrated way of reducing that risk. To wit, the military (e.g., https://en.wikipedia.org/wiki/U.S._Army_Center_for_Army_Lessons_Learned), the Wildland Fire Service (www.wildfirelessons.net), and to some degree the medical community (no recent references).
Business generally is different - no one dies if you get it wrong. Sure, there are pockets in the private sector where this is not the case. In the automotive and airline industries, for instance, correctly solving engineering problems is required to ensure safety. But apart from these examples and others of similar ilk, the stakes are different, and the risk/reward profiles for the decisions that are made quickly become very personal. So in addition to the difficulty of measuring the effectiveness of many KM initiatives, you can add to that the difficulty of getting buy in from leadership and decision makers who may feel threatened by KM (for instance), or who may feel as if KM could undermine their base of power or the political coalitions that they expended great effort to build.tman9999@...
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Randhir Pushpa
Responding to Tom and Rosanna,
The focus should be always on knowledge, improving efficiency and effectiveness in performing tasks done by organization and realization that organizations are nothing but a mix of different knowledge. Organizations perform different tasks as part of their goals/objective. How well they do this depends on the knowledge that they have.
Given a task, employees will use their knowledge to perform the it. This knowledge can be know-how, know-why and know-what. If they lack any of this, they will go to the ‘repositories’ (internal or external ) or tap into Knowledge of other employees (Social networking). A typical training team, equips employees with relevant knowledge through regular training. This knowledge will be enough for an employee to perform her/his task if the task is not complex. However when the tasks becomes complex, the employee or his/her team will not have all this information and knowledge handy. That is when they will have a dependency on peer group and also look for information in repositories. KM team comes into play here and this was the focus of ‘Classic’ KM. Consulting firms built a layer on top of the repositories. They formed a ‘KM team’ who will prepare reports based on specific requirements of the consultants (and now a classic case for automation). However the overall approach remain the same. With influence of Library sciences, content management evolved a lot. This in turn gave an identify to KM as a function for content management, protecting knowledge etc. The definition of KM also evolved from that. Even now organizations go with this definition. This can be seen from all job descriptions that we can find in placement sites.
However we should also realise that work in an organization are done by employees and machines. Any task performed for the first time will be complex and it will be like an art. All the knowledge related to performing the task will be in tacit form with a few employees. As time progresses the understanding of performing the tasks improve and tacit knowledge about performing the task become explicit knowledge. Along with this, complexity in performing the tasks also comes down. As the complexity comes down, we start thinking of machines and try replacing employees with them. Tacit knowledge got converted to explicit knowledge and explicit knowledge got embedded into the machines. While Frederick Taylor through scientific management, embedded new ways of working into the processes, now we are able to embed the entire process into machines. Every new model of a machine or a software is nothing but embedding of new knowledge that was captured.
The know how got enhanced with know why when tacit knowledge got converted to explicit knowledge and as a result made the process of performing the task more efficient and effective. Mechanization takes this to the highest level. With tacit knowledge, need for social networking is high, with explicit knowledge, documentation is high, with mechanization you need documentation, but that is for reference only.
The role of knowledge manager should be to enable this journey. This is the journey towards efficiency and effectiveness and this gets played out across all types of industry.
I will give you an example. In IT application management, focus of vendors is to keep the applications stable and running 24/7. So when the vendor starts supporting the applications, they will find this task a very complex task. However as they continue to do this, their understanding of the application improves. Overtime as they develop deep knowledge, they will start using automated tools like monitors, RPAs etc to manage the application. This is a journey from complexity to non-complexity. Role of KM team is to enable this journey. However this picture is missed and the focus turn onto the employees. Helping the employees with relevant information and knowledge, building repositories, social networking platforms. All these are required, but they are enablers. When the focus is on repository and social networking, the measurement will be no. of documents, no. of downloads, extent of usage of platforms. When the focus is on the journey, measure will be on efficiency, effectiveness, agility, cost saved etc? I am sure management is interested in the later measures.
With emerging technology, things get even more challenging for Classic KM. Many tasks are performed by machines where humans are not involved. Machines perform the task, create insight through data and improve the tasks on a continuous basis. The KM concepts get embedded into the processes. The machines are learning and embedding those learning into the way they are performing the tasks.
Regards
Randhir
On Thu, Nov 8, 2018 at 2:07 AM Rosanna Stephens rosannastephens@... [sikmleaders] <sikmleaders@...> wrote:
Hello Randhir,Thank you for sharing your article and starting this discussion. I agree that it's time for a shift for KM, but I'm not sure yet what that is. I just know the problems and opportunities that I see in organizations over and over again that could be solved or improved by better people connection and knowledge sharing.You say that it needs to go beyond content, social networking, employee focus, library science, and technology. If it's not these things, then what is it? Very curious!Thanks!RosannaKM has to go through a metamorphosis, during which it has to shed the tag of content management and social networking. It has to go beyond focusing only on employees and dependent on employees for being successful. The current focus of KM is influenced by Library sciences and technology. That narration has to change and managing knowledge has to come on its own.RegardsRandhir
On Tue, Nov 6, 2018 at 9:20 AM Barbara Ellen Bitondo bbitondo@... [sikmleaders] <sikmleaders@...> wrote:
In medical - gold standard (on the bitondo-meter)
The Cochrane Library is a collection of high- quality, independent evidence to inform healthcare decision-making.[External]
I agree pretty much with your comment and will add NASA and the nuclear industry to those that practice KM well due to the lives at risk issue. However, I don't think the medical profession does KM well, they are getting better, but due to privacy restrictions and technology issues the doctors I know do not do good KM. Perhaps the best medical KM source is Gawande's Checklist Manifesto from 2009 which is basic KM/dss....murray
-----Original Message-----
From: tman9999@... [sikmleaders] <sikmleaders@...>
To: sikmleaders <sikmleaders@...>
Sent: Mon, Nov 5, 2018 3:40 pm
Subject: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
I agree with Ivan. Apart from a few well-documented and oft-cited examples, the only organizations in which I see KM practiced effectively and well are those in which lives are at risk, and effective KM practice is a demonstrated way of reducing that risk. To wit, the military (e.g., https://en.wikipedia.org/wiki/U.S._Army_Center_for_Army_Lessons_Learned), the Wildland Fire Service (www.wildfirelessons.net), and to some degree the medical community (no recent references).
Business generally is different - no one dies if you get it wrong. Sure, there are pockets in the private sector where this is not the case. In the automotive and airline industries, for instance, correctly solving engineering problems is required to ensure safety. But apart from these examples and others of similar ilk, the stakes are different, and the risk/reward profiles for the decisions that are made quickly become very personal. So in addition to the difficulty of measuring the effectiveness of many KM initiatives, you can add to that the difficulty of getting buy in from leadership and decision makers who may feel threatened by KM (for instance), or who may feel as if KM could undermine their base of power or the political coalitions that they expended great effort to build.tman9999@...
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Murray Jennex
this sounds a lot like you are advocating a change in perspective from the Knowledge as a resource view of the firm to the knowledge view of the firm. This is fine, I'm seeing much research that uses one view or the other. I can see both views have value but to be honest, I'm not sure which one is better. I do agree that up till the last few years the majority of researchers used the resource view of the firm and that I am now seeing more of a 50/50 mix. I think there is room for both views and I think it depends upon the organizational culture you are working with which view to use. So to sum up, both approaches, what you want to leave behind and what you want to move towards, or the resource view versus the knowledge view of the firm have a place in the KM toolbox and we should all master both.....murray jennex
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-----Original Message-----
From: 'Randhir R.P' randhir.rp@... [sikmleaders]
To: sikmleaders
Sent: Thu, Nov 8, 2018 12:22 am
Subject: Re: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
From: 'Randhir R.P' randhir.rp@... [sikmleaders]
To: sikmleaders
Sent: Thu, Nov 8, 2018 12:22 am
Subject: Re: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
Responding to Tom and Rosanna,
The focus should be always on knowledge, improving
efficiency and effectiveness in performing tasks done by organization and
realization that organizations are nothing but a mix of different knowledge..
Organizations perform different tasks as part of their goals/objective. How
well they do this depends on the knowledge that they have.
Given a task, employees will use their knowledge to perform
the it. This knowledge can be know-how, know-why and know-what. If they lack
any of this, they will go to the ‘repositories’ (internal or external ) or tap
into Knowledge of other employees (Social networking). A typical training team,
equips employees with relevant knowledge through regular training. This knowledge
will be enough for an employee to perform her/his task if the task is not
complex. However when the tasks becomes complex, the employee or his/her team
will not have all this information and knowledge handy. That is when they will
have a dependency on peer group and also look for information in repositories.
KM team comes into play here and this was the focus of ‘Classic’ KM. Consulting
firms built a layer on top of the repositories. They formed a ‘KM team’ who
will prepare reports based on specific requirements of the consultants (and now
a classic case for automation). However the overall approach remain the same.
With influence of Library sciences, content management evolved a lot. This in
turn gave an identify to KM as a function for content management, protecting
knowledge etc. The definition of KM also evolved from that. Even now
organizations go with this definition. This can be seen from all job
descriptions that we can find in placement sites.
However we should also realise that work in an organization
are done by employees and machines. Any task performed for the first time will
be complex and it will be like an art. All the knowledge related to performing
the task will be in tacit form with a few employees. As time progresses the
understanding of performing the tasks improve and tacit knowledge about
performing the task become explicit knowledge. Along with this, complexity in
performing the tasks also comes down. As the complexity comes down, we start
thinking of machines and try replacing employees with them. Tacit knowledge got
converted to explicit knowledge and explicit knowledge got embedded into the
machines. While Frederick Taylor through scientific management, embedded new
ways of working into the processes, now we are able to embed the entire process
into machines. Every new model of a machine or a software is nothing but
embedding of new knowledge that was captured.
The know how got enhanced with know why when tacit knowledge
got converted to explicit knowledge and as a result made the process of
performing the task more efficient and effective. Mechanization takes this to
the highest level. With tacit knowledge, need for social networking is high,
with explicit knowledge, documentation is high, with mechanization you need
documentation, but that is for reference only.
The role of knowledge manager should be to enable this journey.
This is the journey towards efficiency and effectiveness and this gets played
out across all types of industry.
I will give you an example. In IT application management,
focus of vendors is to keep the applications stable and running 24/7. So when
the vendor starts supporting the applications, they will find this task a very
complex task. However as they continue to do this, their understanding of the
application improves. Overtime as they develop deep knowledge, they will start
using automated tools like monitors, RPAs etc to manage the application. This
is a journey from complexity to non-complexity. Role of KM team is to enable
this journey. However this picture is missed and the focus turn onto the
employees. Helping the employees with relevant information and knowledge,
building repositories, social networking platforms. All these are required, but
they are enablers. When the focus is on repository and social networking, the
measurement will be no. of documents, no. of downloads, extent of usage of
platforms. When the focus is on the journey, measure will be on efficiency,
effectiveness, agility, cost saved etc? I am sure management is interested in
the later measures.
With emerging technology, things get even more challenging
for Classic KM. Many tasks are performed by machines where humans are not
involved. Machines perform the task, create insight through data and improve
the tasks on a continuous basis. The KM concepts get embedded into the
processes. The machines are learning and embedding those learning into the way
they are performing the tasks.
Regards
Randhir
On Thu, Nov 8, 2018 at 2:07 AM Rosanna Stephens rosannastephens@... [sikmleaders] <sikmleaders@...> wrote:
Hello Randhir,Thank you for sharing your article and starting this discussion. I agree that it's time for a shift for KM, but I'm not sure yet what that is. I just know the problems and opportunities that I see in organizations over and over again that could be solved or improved by better people connection and knowledge sharing.You say that it needs to go beyond content, social networking, employee focus, library science, and technology. If it's not these things, then what is it? Very curious!Thanks!Rosanna
KM has to go through a metamorphosis, during which it has to shed the tag of content management and social networking. It has to go beyond focusing only on employees and dependent on employees for being successful. The current focus of KM is influenced by Library sciences and technology. That narration has to change and managing knowledge has to come on its own.RegardsRandhirOn Tue, Nov 6, 2018 at 9:20 AM Barbara Ellen Bitondo bbitondo@... [sikmleaders] <sikmleaders@...> wrote:In medical - gold standard (on the bitondo-meter)
The Cochrane Library is a collection of high- quality, independent evidence to inform healthcare decision-making.[External]
I agree pretty much with your comment and will add NASA and the nuclear industry to those that practice KM well due to the lives at risk issue. However, I don't think the medical profession does KM well, they are getting better, but due to privacy restrictions and technology issues the doctors I know do not do good KM. Perhaps the best medical KM source is Gawande's Checklist Manifesto from 2009 which is basic KM/dss....murray
-----Original Message-----
From: tman9999@... [sikmleaders] <sikmleaders@...>
To: sikmleaders <sikmleaders@...>
Sent: Mon, Nov 5, 2018 3:40 pm
Subject: [sikmleaders] Re: Blog: Knowledge Management: Ignore at your own peril
I agree with Ivan. Apart from a few well-documented and oft-cited examples, the only organizations in which I see KM practiced effectively and well are those in which lives are at risk, and effective KM practice is a demonstrated way of reducing that risk. To wit, the military (e.g., https://en.wikipedia.org/wiki/U.S._Army_Center_for_Army_Lessons_Learned), the Wildland Fire Service (www.wildfirelessons.net), and to some degree the medical community (no recent references).
Business generally is different - no one dies if you get it wrong. Sure, there are pockets in the private sector where this is not the case. In the automotive and airline industries, for instance, correctly solving engineering problems is required to ensure safety. But apart from these examples and others of similar ilk, the stakes are different, and the risk/reward profiles for the decisions that are made quickly become very personal. So in addition to the difficulty of measuring the effectiveness of many KM initiatives, you can add to that the difficulty of getting buy in from leadership and decision makers who may feel threatened by KM (for instance), or who may feel as if KM could undermine their base of power or the political coalitions that they expended great effort to build.tman9999@...
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