Module 10 : Knowledge Managment

1. Module 10 : Knowledge Managment

2. Cabral de Mello Paulo Caffaro Jérôme Dyke Gregory Krebs Mathias Pralong Sandra Raymondon Guillaume Zbinden Patrick Aghassi Susanne Chassot Marc Aubert Aurèle Baruh Enis Cazacu Valentin Dioli Isabella Gurel Hakan Nguyen Minh-Thanh Rastogi Swati Saïdji Farouk Meichtry Cédric Knowledge Matrix X X X X X X X X X X X X X X X X X X Français Anglais Allemand Italien Neerlandais Espagnol Hindi Turc Arabe … … X X X X X X X X X X X X X X X X X X X

3. Cabral de Mello Paulo Caffaro Jérôme Dyke Gregory Krebs Mathias Pralong Sandra Raymondon Guillaume Zbinden Patrick Aghassi Susanne Chassot Marc Aubert Aurèle Baruh Enis Cazacu Valentin Dioli Isabella Gurel Hakan Nguyen Minh-Thanh Rastogi Swati Saïdji Farouk Meichtry Cédric Knowledge Matrix JAVA C++ XML CSHARP JAVA.ME PERL PHP JAVASCRIPT LISP … …

4. Cabral de Mello Paulo Caffaro Jérôme Dyke Gregory Krebs Mathias Pralong Sandra Raymondon Guillaume Zbinden Patrick Aghassi Susanne Chassot Marc Aubert Aurèle Baruh Enis Cazacu Valentin Dioli Isabella Gurel Hakan Nguyen Minh-Thanh Rastogi Swati Saïdji Farouk Meichtry Cédric Knowledge Matrix New Public Managment Human Ressources Project Planning Risk management Logistics Intellectual property Public markets European policy … …

5. Cabral de Mello Paulo Caffaro Jérôme Dyke Gregory Krebs Mathias Pralong Sandra Raymondon Guillaume Zbinden Patrick Aghassi Susanne Chassot Marc Aubert Aurèle Baruh Enis Cazacu Valentin Dioli Isabella Gurel Hakan Nguyen Minh-Thanh Rastogi Swati Saïdji Farouk Meichtry Cédric Knowledge Matrix “InTTables.sarl” Hardware Design Manufacturing Management Sales … …

6. Knowledge Map “InTTables.sarl” Dioli Chassot Cazacu Aghassi Gurel Saïdji Dyke Baruh Caffaro Raymondon Krebs Rastogi Meichtry Pralong Cabral Aubert Nguyen Zbinden Manager Developper

7. Knowledge Map “InTTables.sarl” ?? Dioli Chassot Cazacu Aghassi Gurel Saïdji Dyke Baruh Caffaro Krebs Manager Developper Rastogi Pralong Cabral Nguyen Zbinden Aubert Meichtry ?? Raymondon

8. Knowledge Map “InTTables.sarl”

9. Organisation “InTTables.sarl”

10. Organisation “InTTables.sarl”

11. Organisation “InTTables.sarl”

12. Organisation “InTTables.sarl” Knowledge Islands From Probst, Raub & Romhardt (2000). Managing knowledge, John Wiley & Sons, Chichester.

13. SOCIOLOGY Macro Social Scale Meso Knowledge Managment Micro ORGANISATION GROUP COMMUNITY PSYCHOLOGY

14. Knowledge Management Explicit effort for capitalizing knowledge in an organization and turning into productivity by: Developing knowledge in the organization Identifying knowledge sources in the organization Capturing existing knowledge in the organization Sharing knowledge within the organization Providing a more direct access to knowledge when necessary

15. Knowledge Management Why? The exponential growth of knowledge raises problems: Productivity Difficulty to find who knows what in the organization(example: multicultural sensitivity) Turn Over Losses of knowledge Departures, firing, retirement: most of employee’s knowledge at the end of his career come from his experience in the company (example: Andy Miller) Downsizing (example: IBM) Integrating new employees (hiring, merge,…)

16. The “knowledge society” The “knowledge economy” The “knowledge company” The “knowledge worker” The “education country” (Aebisher) The “intellectual capital” (SKANDIA) It’s not because it’s trendy that it is untrue “Knowledge is our Asset” Pictet & Cie

17. Example of KM: Help Desks Ticket 8746874 John Smith, SalesDept., 23453 Problem type: Connect/WiFI Problem description: He cannot connect anymore since he installed a firwell on his laptop --- Tracking --- Call 10:06 to Dupont Ticket fowarded to Dupneu 10:08 Call back at 10:15 Tried to Reinstall firewall Call back at 10:30 Closed on 10:40 ---------- Solution The firewall KRT seems not compatible with the card Symantec on Dell 533 Very High Turn Over (10 months) call 1er front : Time Scale: 0-5 min (network, login, bureautique,….) 2nd front : Time scale: 1 hours (specific soft, mobile assistance) 3rd front (developpers) Time scale: days.

18. Example of KM: Help Desks left User B User A forget User A Knowledge Elicitation Knowledge Acquisition Knowledge Base (e.g. Lotus Notes The Store&Retrieve Model

19. The Store&Retrieve Model left User B User A “Just in Time” training Knowledge Base Organisational Learning

20. Limits of the Store&Retrieve Model • This model applies to Help Desks, Technical Assistance, Customer-relationship Management, Jurisprudence, … LOTUS NOTES is the most used KM application • Difficulty of knowledge elicitation: • Too time consuming • Which situational/contextual features must be elicited in order to assess the relevance of the information? • The limits of automatic knowledge acquisition • Knowledge is personal: privacy, confidentiality, spies, data protection laws,… • Transparency is not always compatible with management; some things must remain tacit & implicit • Knowledge is power: if I shared it, I loose my power • If my knowledge is incorrect, everybody can see it. • Informal knowledge is often lost • Difficulty of knowledge storage • How to index properly knowledge is a fast evolving organization ? • How to detect obsolete information? • Can text capture knowledge? Domain-specific ontologies, knowledge representation schemes from AI such as production rules or semantic nets, technologies for the semantic web, … • Difficulty of knowledge retrieval • How to be aware that the information is need is available? • How to search / find relevant information? • Difficulty of knowledge reuse • There is no knowledge in a web site, neither in a book, but information

21. The Store&Retrieve Model left User B Information User A Knowledge Knowledge Elicitation Knowledge Acquisition Knowledge Base Information

22. The Store&Retrieve Model Dillenbourg ??? Einstein Knowledge “Si la vitesse de la lumière est incompressible, alors le temps est élastic” Information

23. The Store&Retrieve Model Values Intangible Knowledge The instrinsic limit of most knowledge management approaches Information Tangible Facts

24. The Interaction Model or Community Model User A User B Knowledge Base (Interactions History)

25. The Interaction Model or Community Model • Examples • Virtual communities • Virtual teams (e.g. CERN) • Virtual expert communities (e.g. bird watchers) • (Gstaad workshop) • Tools • Forums, mail, chat, blogs (shared diaries with a structure) …. • Community Portals: • Communication tools as above, syncrho and asyncrho • Awareness tools: who is there, who was here, who knows who,… • Time management tools: agenda, events, … • Knowledge syndication (“RSS Feed”) • Social navigation • Polling devices • Autentication and rights management • Reputation systems

30. Group of friends Community Formal group Formal Informal Group size, members, goals and responsibilities are established by an external authority (the boss, the teacher, …). Communication is partially predefined A nice relationship within the group is important but not a sinequanon condition No explicit goal, no formal conditions to join. Friendship is the key, high emotional involvment • Engagement • Micro-culture • Social structure • Organic growth • Longetivity • Territories

31. (1) Engagement Shared interests or goals but that are continually renegotiated Spend time to help peers Interdepency: Need each other to reach their goals Lower at the periphery

32. (2) Micro-culture Values Ways of doing things Conventions Conversational rules Behavioral rules Rituals Narratives Examples from TecfaMoo community «krosoft » Don’t use the mail for this! AFK, BRB, ;-) , … « The second is flexibility (…) » Knock before entering a room. « Wizard » party … Convey tacit, informal knowledge to newcomers

33. (3) Social Structure No pre-defined hierarchy Emergent structure Materialized by privileges, rituals, … Maarten de Laat (CSCL 2002)

34. (4) Organic growth Defines itself Participation creates membership: Whoever participates, shares interests or goals Flexible boundaries Visitor(no stable identity) Regular(comfortably participating in community life) Novice(learns how to integrate) Leaders(keep the comunity running Elders(long-time regulars and leaders who share their knowldeg and pass along the culture) Kim A. J. (2000) Community building on the web. Peachpit Press, Berkeley.

35. (5) Life cycles & duration No institutional schedule May end when interests disappear or when goals are reached (but goals change over time) Variations of commitment Life cycles Stages of Development (Wenger, 2000) Active Dispersed Coalescing Memorable Potential Wenger, E. (1998) Communities of Practice, Learning as a social System. In Systems Thinker, June 1998

36. Limits of The Community Model • Several limits of the Store&Retrieve Model are also relevant here: • Too time consuming • Knowledge is personal: privacy, confidentiality, spies, data protection laws,… • Transparency is not always compatible with management; some things must remain tacit & implicit • Knowledge is power: if I shared it, I loose my power • If my knowledge is incorrect, everybody can see it. • How to be aware that the information is need is available? • How to search / find relevant information? • Commitment cannot be decided top-down, they emerge bottom-up  One can hardly create a community • Communities live and die • Communities are not under control

37. SOCIOLOGY Macro Communities Social Scale Meso Knowledge Managment Micro ORGANISATION GROUP COMMUNITY PSYCHOLOGY

38. Synthesis • Knowledge is the asset; knowledge management is a main factor of effectiveness for large organizations. • Groupware support knowledge management • There is no solution to knowledge management because we can store information, but the receiver must still turn this information into knowledge. • However, making explicit the ways of sharing information may already have a positive impact on the organization • Groupware support community building • Communities spontaneously emerged using web portals, inside organization or simply in the society. • But communities are complex organic entities that need commitment before tools