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KM-2

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Stig-Arne Kristoffersen
Stig-Arne Kristoffersen

KM has become focused on technology like software rather than preserving organizational knowledge and expertise. The relationship between KM process owners, software, and end-users is important, but process owners play a key role in ensuring processes stay up-to-date and the organization avoids "Corporate Alzheimer's". While technology is part of KM, over-emphasizing IT risks losing the human element important for tacit knowledge and true organizational learning. Treating KM as primarily an IT issue can marginalize employees and people management concerns.

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KM-2
KM is becoming an expert panel merely supporting "products" and "software" more than preserving the firm's memory, expertise and knowledge. Those who guard the memory of the organization must remember it is their responsibility. KM is not only about making sure the software involved in the process works, but that there is a triangle relationship between the process owner (KM), the process service (software), and the process user (end-user). The owner of the process plays a key role in triangle relationship, as the processes fall out of date, and no longer become a reliable memory store without the process owner. The result could be a sort of Corporate Alzheimer's, where big holes develop in long term memory of the company. (After Nick Milton, 2010)
• Coordinating, and agreeing with management, corporate standards for their specific process • Liaising with the leader or coordinator of any community of practice (COP) which covers the process • Announcing and rolling out new lessons, and updated process documentation • Monitoring the development of knowledge within their specific area of expertise • Monitoring the organizational performance in the application of the process • Ensuring that new lessons are collected and shared from significant pieces of work • Developing and publicizing process guidance documents relating to their specific process • Monitoring use of any relevant documentation, and acting on feedback to improve this • Ensuring that guidance documentation is made available to all users • Updating guidance documents, Best Practices and standards for the process as required • Promoting peer assists and personal connections between the projects to share tacit knowledge of the process (After Greg Lambert, 2010)
Conditions for - successful Diffusion - effective Implementation of KM KM is any process or practice of creating, acquiring, capturing and using knowledge, where ever it resides, to enhance learning and performance in organizations. (Quintas et al.) KM has become a fashion word and is only a re- labeling of information management rather than a genuinely innovative attempt to leverage knowledge within the organization. Moving away from the people and moving towards the technology – especially IT and its software world. CREATING A LEARNING ORGANIZATION OR KM?
Information Technology Information System Intellectual Capital People Management Organizational Development Management Development HR Training Documentation (After Greg Lambert, 2010) 70% of literature handles these topics 30% of literature handles these topics
Conditions for successful diffusion of KM • portability and testability of new ideas and their fit with existing practices • shaping and repackaging of ideas, re-defining or selecting out some critical elements and amplifying others. What will shape features of the diffusion process? What emphasis technology versus people will have Whether KM is incorporated the traditional managerial style What role the professional networks have in promoting these practices
It takes Takes two to Tango KM is • described as a technology issue with introduction of KM databases, systems and Integration Solutions. • seen as presentation of new IT systems for knowledge sharing • to be extracted from the local content to become accessible and portable • seen as incentives for intermediaries and firms to engage in diffusion and adoption of these ideas. • Richness in human relations is lost in repackaging of KM as technology • Humans are required to ensure taking care of tacit knowledge • Codification used in the technology part of KM is alien to humans What will shape features of the diffusion process? What emphasis technology versus people will have Whether KM is incorporated the traditional managerial style What role the professional networks have in promoting these practices
It takes Takes two to Tango • complex human commitment and interaction is required in the process of KM • repacking KM into technology creates a loss of some of the human richness • tacit information is lost in the process of technology implementation focus • use of technology language is not synergetic with the human communication method Professional network role • computer environment takes a dominant role in KM projects • specific KM projects versus broader organizational change initiatives • practical aspects makes it easier to see an outcome of KM projects • codification of KM systems makes them prone to fall into IT expert group ownership and not end-users or KM owner(s). • colonization of KM creates marginalization of employees and people management concerns • attitude of sharing information in present culture is important to understand and support and/ or develop if required.
Role of Humans in the Knowledge, Personnel and Data Management (KPDM) • multifaceted, multilayered, distributed, situated, and subjective nature of knowledge • difference in manifestation of knowledge • technology can enable effective KM, but not the only thing that does so • human interaction and understanding of the organization is paramount and should be first step in any KM project • utilize what already is done within data management and personell management project prior to engage into a KM project. Knowledge & Data Management goes hand in hand with Personnel Management to become a true KPDM project
Codify knowledge too much Make unjust assumptions about people’s willingness to use IT systems Too much emphasis on IT to deliver organizational performance improvement Codification of tacit knowledge into formal systems creates its own pathology Challenge with being pre- occupied with tools and techniques and forget about the people involved IT has become a too large component of KM and also becomes in part owner(s) of the KM project – and the users and true owners becomes slaves to IT
• KM solutions offered today comes more and more in form of sophisticated technology solutions • Too much reliance on the statement that KM is a IT solution • Learning Organizations versus Knowledge Management - is there any difference or not? • Being more comfortable with Learning Organization theory rather than Knowledge Management theory. Recognize existing views of organizational knowledge and appropriate people management to secure a human-centered implementation of KM KM seems to neglect human issues and people management practices Knowledge , People and Data Management (KPDM) seems to be the way forward to ensure Knowledge Management ownership and participation, it can be called H-CKM.

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KM-2

  • 2. KM is becoming an expert panel merely supporting "products" and "software" more than preserving the firm's memory, expertise and knowledge. Those who guard the memory of the organization must remember it is their responsibility. KM is not only about making sure the software involved in the process works, but that there is a triangle relationship between the process owner (KM), the process service (software), and the process user (end-user). The owner of the process plays a key role in triangle relationship, as the processes fall out of date, and no longer become a reliable memory store without the process owner. The result could be a sort of Corporate Alzheimer's, where big holes develop in long term memory of the company. (After Nick Milton, 2010)
  • 3. • Coordinating, and agreeing with management, corporate standards for their specific process • Liaising with the leader or coordinator of any community of practice (COP) which covers the process • Announcing and rolling out new lessons, and updated process documentation • Monitoring the development of knowledge within their specific area of expertise • Monitoring the organizational performance in the application of the process • Ensuring that new lessons are collected and shared from significant pieces of work • Developing and publicizing process guidance documents relating to their specific process • Monitoring use of any relevant documentation, and acting on feedback to improve this • Ensuring that guidance documentation is made available to all users • Updating guidance documents, Best Practices and standards for the process as required • Promoting peer assists and personal connections between the projects to share tacit knowledge of the process (After Greg Lambert, 2010)
  • 4. Conditions for - successful Diffusion - effective Implementation of KM KM is any process or practice of creating, acquiring, capturing and using knowledge, where ever it resides, to enhance learning and performance in organizations. (Quintas et al.) KM has become a fashion word and is only a re- labeling of information management rather than a genuinely innovative attempt to leverage knowledge within the organization. Moving away from the people and moving towards the technology – especially IT and its software world. CREATING A LEARNING ORGANIZATION OR KM?
  • 5. Information Technology Information System Intellectual Capital People Management Organizational Development Management Development HR Training Documentation (After Greg Lambert, 2010) 70% of literature handles these topics 30% of literature handles these topics
  • 6. Conditions for successful diffusion of KM • portability and testability of new ideas and their fit with existing practices • shaping and repackaging of ideas, re-defining or selecting out some critical elements and amplifying others. What will shape features of the diffusion process? What emphasis technology versus people will have Whether KM is incorporated the traditional managerial style What role the professional networks have in promoting these practices
  • 7. It takes Takes two to Tango KM is • described as a technology issue with introduction of KM databases, systems and Integration Solutions. • seen as presentation of new IT systems for knowledge sharing • to be extracted from the local content to become accessible and portable • seen as incentives for intermediaries and firms to engage in diffusion and adoption of these ideas. • Richness in human relations is lost in repackaging of KM as technology • Humans are required to ensure taking care of tacit knowledge • Codification used in the technology part of KM is alien to humans What will shape features of the diffusion process? What emphasis technology versus people will have Whether KM is incorporated the traditional managerial style What role the professional networks have in promoting these practices
  • 8. It takes Takes two to Tango • complex human commitment and interaction is required in the process of KM • repacking KM into technology creates a loss of some of the human richness • tacit information is lost in the process of technology implementation focus • use of technology language is not synergetic with the human communication method Professional network role • computer environment takes a dominant role in KM projects • specific KM projects versus broader organizational change initiatives • practical aspects makes it easier to see an outcome of KM projects • codification of KM systems makes them prone to fall into IT expert group ownership and not end-users or KM owner(s). • colonization of KM creates marginalization of employees and people management concerns • attitude of sharing information in present culture is important to understand and support and/ or develop if required.
  • 9. Role of Humans in the Knowledge, Personnel and Data Management (KPDM) • multifaceted, multilayered, distributed, situated, and subjective nature of knowledge • difference in manifestation of knowledge • technology can enable effective KM, but not the only thing that does so • human interaction and understanding of the organization is paramount and should be first step in any KM project • utilize what already is done within data management and personell management project prior to engage into a KM project. Knowledge & Data Management goes hand in hand with Personnel Management to become a true KPDM project
  • 10. Codify knowledge too much Make unjust assumptions about people’s willingness to use IT systems Too much emphasis on IT to deliver organizational performance improvement Codification of tacit knowledge into formal systems creates its own pathology Challenge with being pre- occupied with tools and techniques and forget about the people involved IT has become a too large component of KM and also becomes in part owner(s) of the KM project – and the users and true owners becomes slaves to IT
  • 11. • KM solutions offered today comes more and more in form of sophisticated technology solutions • Too much reliance on the statement that KM is a IT solution • Learning Organizations versus Knowledge Management - is there any difference or not? • Being more comfortable with Learning Organization theory rather than Knowledge Management theory. Recognize existing views of organizational knowledge and appropriate people management to secure a human-centered implementation of KM KM seems to neglect human issues and people management practices Knowledge , People and Data Management (KPDM) seems to be the way forward to ensure Knowledge Management ownership and participation, it can be called H-CKM.