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Retha Snyman msnymanpostino.up.ac.zarsnymanlantic Dept of Information Science University of Pretoria

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Retha Snyman msnymanpostino.up.ac.zarsnymanlantic Dept of Information Science University of Pretoria

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    1. Retha Snyman (msnyman@postino.up.ac.za)(rsnyman@lantic.net) Dept of Information Science University of Pretoria Knowledge sharing: the key to quality cataloguing

    2. Introduction “Knowledge is more valuable and more powerful than natural resources, big factories or fat bankrolls” (Bhatt, 2001). “… unmanaged knowledge sharing processes are local and fragmentary” (Davenport & Prusak, 1998) “Knowledge sharing goes beyond simply viewing and commenting on the same documents. It also includes things like bringing people from different backgrounds together, which in turn calls for developing a common terminology, and interpreting each other’s work in new contexts” (Hawryszkiewycz, 2003)

    3. Overview Aim: Discuss ways for sharing knowledge considering the importance of knowledge sharing and the barriers to knowledge sharing Contents: Knowledge and types of knowledge Importance of knowledge sharing Barriers to knowledge sharing Tools and techniques for knowledge sharing

    4. Knowledge “ … a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers…” (Davenport & Prusak, 1998) Characteristics of knowledge Dynamic - constantly changing through experience and learning Requires knowers Context dependent

    5. Types of knowledge Explicit “Formal and systematic …” “It can be easily communicated and shared …” (Nonaka, 2000:27) “Can be articulated in formal language and transmitted among individuals” (Ponelis & Fairer-Wessels, 1998:3) “Reusable in a consistent and repeatable manner” (Snowden, 1998)

    6. Types of knowledge Tacit “Highly personal” (Nonaka, 2000:27) “Hard to formalise and therefore difficult to communicate to others” (Nonaka, 2000:27) Deeply rooted in action and in an individual’s commitment to a specific context (e.g. profession, activities of a work group or team, etc) (Nonaka, 2000:28) “Something that we simply know, possibly without the possibility to explain” (Snowden, 1998) Human beings are the storage medium of tacit knowledge (Snowden, 1998) 40%-90% of needed knowledge is tacit

    7. Importance of knowledge sharing “Every afternoon our corporate knowledge walks out of the door and I hope to God they’ll be back tomorrow” – Jeffrey Miller, CEO Documentum Quicker problem solving Prevention of duplication of effort Fewer mistakes Faster delivery times Improvement of performance Improvement in quality More innovative Save time Etc.

    8. Barriers to knowledge sharing Knowledge is power Not invented here syndrome People do not realise value knowledge has for others Knowledge sharing is not my job Lack of trust Lack of time Lack of top management support towards knowledge sharing activities Corporate culture Lack of infrastructure Lack of confidence/Damage to reputation No/insufficient rewards and incentives

    9. Ways for sharing knowledge - Tools and techniques Instruments that can be used to facilitate knowledge sharing KM techniques = non-information technology tools KM tools – IT tools Artificial distinction – since IT often used to facilitate KM techniques

    10. Tools & Techniques … Workshops/Knowledge fairs Aim:Identify knowledge gaps and promote learning Source: Davenport, T.H. & Prusak, L. 1998. Working knowledge: how organizations manage what they know. Boston: Harvard Business School Press:93-95

    11. Tools & Techniques… Communities of Practice Group of people with a common interest who work together informally in a responsible, independent fashion to promote learning, solve problems, or develop new ideas (Storck & Hill, 2000; Wenger & Snyder, 2000) Sources: Wenger, E. , McDermott, R. & Snyder, W.M. 2002. A guide to managing knowledge: cultivating Communities of Practice. Boston, Mass.: Harvard Business School Press Van den Berg, H. & Snyman, M.M.M. 2003. Managing tacit knowledge in the corporate environment: communities of practice. South African Journal of Information Management, 5(4). [Online]. Available: http://www.sajim.co.za/default.asp?to=peer3vol5nr4

    12. Tools & Techniques … Expert directories/Yellow pages/Knowledge maps Points to knowledge but does not contain it Source: Davenport, T.H. & Prusak, L. 1998. Working knowledge: how organizations manage what they know. Boston: Harvard Business School Press:72-80 Vail, E.F. Knowledge mapping: getting started with knowledge management. Information Systems Management, 16(1):16-23.

    13. Tools & Techniques … Knowledge respositories/ Best practice data bases/Lessons learned KM systems which focus mainly on storing of knowledge under notion it will benefit employees in a cost-effective manner Source: Gray, P.H. 2001. The impact of knowledge repositories on power and control in the workplace. Information Technology & People, 14(4):368-384.

    14. Tools & Techniques … Water-coolers & Coffee machines Webber: “In the new economy, conversations are the most important form of work. Conversations are the way knowledge workers discover what they know, share it with their colleagues, and in the process create new knowledge for the organization.” Source: Davenport, T.H. & Prusak, L. 1998. Working knowledge: how organizations manage what they know. Boston: Harvard Business School Press:90-93

    15. Tool & Techniques … Suggestion schemes “… formal mechanism, which encourages employees to contribute constructive ideas for improving their organisation” (Dunn & Lloyd, 1997). Sources: Dunn, A. & Lloyd, G. 1997. Suggestion schemes: the management tool for the 90’s. London: MBA Publishing Lloyd, G. 1999. Suggestion schemes: industrial productivity. Total Quality Management, 10(6):869-876

    16. Tools & Techniques … Storytelling “Stories provide a medium of communication, both internally within an organization and externally to customers, potential customers, business partners, business rivals, investors, and others” (McLellan, 2002) Sources: Denning, S. 2000. The springboard: how storytelling ignites action in knowledge-era organisations. Boston: Butterworth-Heinemann McLellan, H. 2002. Introduction to Corporate Storytelling. [Online]. Available: www.tech-head.com/cstory1.htm Sole, D. 2002. Sharing knowledge through storytelling. Harvard Graduate School of Education [Online]. Available: http://lila.pz.harvard.edu Tobin, P. & Snyman, R (MMM). 2004. Storytelling and knowledge management: what’s the story so far? Musaion

    17. Tools & Techniques … Mentorship programmes Induction programmes, coaching and support Sources: Hughes, J.E. 2003. A reflection on the art and practice of mentorship. The Journal of Wealth Management. (4) Spring, 8-11. Marquardt, M.J. 2000. Action learning and leadership. The Learning Organization, 7(5):233-240

    18. Tools & Techniques … Scenario planning Identifying current trends and events and exploring possible implications of these trends. Source: Schwartz, P. 1991. The art of the long view: planning for the future in an uncertain world. New York: Doubleday

    19. Tools & Techniques … Brain storming Aims to develop creative solutions Source: De Bono, E. 1992. Serious creativity. New York: HarperCollins Benchmarking Process of measuring products, services and practices against those organisations (libraries) recognized as industry leaders, and learning why they achieve such a high level of performance Source: Blakeman, J. 2002. Benchmarking: definitions and overview. [Online]. Available: http://uwm.edu/Dept/CUTS/bench/bm-desc.htm

    20. Tools & Tecniques … Intranets Circulatory system of a company, supporting business processes and flow of information Private computing network; internal to organisation; allowing access only to authorised users (Curry & Stancich, 2000) Source: Mphidi, H. & Snyman, M.M.M. 2004. The utilisation of the intranet as a knowledge management tool in academic libraries. The Electronic Library, 22(5)

    21. Tools & Techniques … Rewards and incentive schemes Recognition in newsletters Special assignments Give time off Share information Make employees partners Empower employees Celebrate success Increase employability via training Etc. Source: McKenzie, R.B. & Lee, D.R. 1998. Managing through incentives: how to develop a more collaborative, productive and profitable organization. New York: Oxford University Press, Inc.

    22. Conclusion

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