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Knowledge sharing is power

Knowledge sharing is power . Judy Payne, Henley KM Forum. October 2007. Tacit. Explicit. DATA Dispersed elements. Depth of meaning. INFORMATION Patterned data. KNOWLEDGE Validated platform for action. WISDOM Implicitly knowing how to generate, access and integrate knowledge.

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Knowledge sharing is power

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  1. Knowledge sharing is power Judy Payne, Henley KM Forum October 2007

  2. Tacit Explicit DATADispersed elements Depth of meaning INFORMATIONPatterned data KNOWLEDGEValidated platform for action WISDOMImplicitly knowing how to generate, access and integrate knowledge (from Saint-Onge, 1996)

  3. 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)

  4. Knowledge Management Continuum Capture Codify Store “Explicit” Connect Communicate “Tacit” Knowledge networks Communities Expertise directories Document Management Processes and workflows (Larry Prusak, IBM)

  5. 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

  6. 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.

  7. What KM people talk about - environment Culture Trust Learning Collaboration Strategy Change management Alliances and partnerships Performance Motivation Knowledge flows

  8. What KM people talk about – tools Communities and networks Wikis Extranets and intranets EDMS Post-project reviews After action reviews Mentoring and apprenticeships Storytelling People finders Discussion groups

  9. Individual employees External relationships Organisation Henley KM Forum Integrated KM model • 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

  10. 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

  11. Types of project Greater chance of failure Type 2 Product development Type 4 Research and organisational change No Methods well defined Type 1 Engineering Type 3 Systems development Yes Greater chance of success Yes No Goals well defined (Turner and Cochrane, 1993)

  12. Different management approaches Greater chance of failure Milestones (components of product) Mission definition, team building, refinement of objectives No Methods well defined Task and activity scheduling Milestones (life cycle stages) Yes Greater chance of success Yes No Goals well defined (Turner and Cochrane, 1993)

  13. Types of KM practice

  14. Different KM approaches? Greater chance of failure No Methods well defined Yes Greater chance of success Yes No Goals well defined (Turner and Cochrane, 1993)

  15. Suddenly, a heated exchange took place between the king and the moat contractor

  16. judy.payne@kmforum.co.uk

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