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Knowledge Management Subsystems

Knowledge Management Subsystems. By Aaron Cowan for OLIT 514. Definitions of Knowledge. Knowledge attributes (Marquardt) “the most valuable asset of an organization” “corporate memory” “primary resource for innovation and success.” “the food of the learning organization”

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Knowledge Management Subsystems

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  1. Knowledge Management Subsystems By Aaron Cowan for OLIT 514

  2. Definitions of Knowledge Knowledge attributes (Marquardt) • “the most valuable asset of an organization” • “corporate memory” • “primary resource for innovation and success.” • “the food of the learning organization” • Managed through technology • Most organizations incompetent at managing knowledge Knowledge Management (KM): • “process of revealing and mapping the work activities, behaviors, and knowledge sources within an organization. (Conway & Sligar, 2002) • “bodies of information, principles, and experience that actively guide task execution and management, decision-making, and problem solving” (Marquardt)

  3. Types of Knowledge Knowledge Hierarchy Knowledge Character (Wiig)

  4. 4 Knowledge Creation Patterns1 1 (Nonaka & Takeuchi , 1995)

  5. Systems Model for KM

  6. Learning Support / Integration • Systems model integrates learning at each stage • Maps collective corporate intelligence/memory • Operations facilitated by technological tools • Builds culture of knowledge sharing • Allows Just –in-Time Learning • Rapid dissemination increasingly necessary • Makes best of organization available • Helps overcoming barriers & push boundaries • Identify and eliminate bottlenecks • Building Long-term Value • Tracks what knowledge is really valid and applicable

  7. Tools that might be used @ Zappos.com • Selection of Marquardt’s 10 Strategies/Tools • 1. Shared responsibility for collecting and transferring knowledge • Already a strong culture of mass-participation • 3. Organize internal learning events: “sharing rallies” • Highly consistent with Zappos.com culture • 4. Encourage creativity and provide opportunities and rewards • Creativity is a core value at Zappos.com • 8. Develop knowledge base around organizational values and learning needs • Considers their culture their “greatest asset”, so this is natural organization scheme

  8. Additional Tools from Marquardt • CYLINA (Cybernetic Leverage Intelligent Assistant) • If Bell Lab’s CYLINA and Auto-FAQ are available, it would support strategies 1, 3, and 8 in our organization. • KnowledgeView from Price Waterhouse Cooper • May help at zappos to organize blog discussion and twitter activity • Otherwise internal systems can be adapted • Accenture’s Point-of-Need Learning System • Dynamic organizations producing lots of new, creative content, like zappos, would benefit from this kind of support

  9. Other KM Support Resources • The New Social Learning • Bingham’s guide to using social media for learning support would be a natural fit at Zappos. • Zappos employees already make extensive use of twitter, so may be able to adapt and share more knowledge in real time • http://www.goodreads.com/book/show/8233389-the-new-social-learning • How Aha! Really Happens • Intelligent Memory model of creativity may better support core creative commitment at Zappos. • http://www.strategy-business.com/article/10405?gko=06d13

  10. References • Bingham, T., & Conner, M. (2010, August). The New Social Learning: A Guide to Transforming Organizations Through Social Media. ASTD Press and Berrett-Koehler. Retrieved from http://www.thenewsociallearning.com/: http://www.thenewsociallearning.com/ • Conway, S., & Sligar, C. (2002). Unlocking Knowledge Assets. Redmond: Microsoft Press. • Duggan, W. (2010, November 23). How Aha! Really Happens. Retrieved from http://www.strategy-business.com: http://www.strategy-business.com/article/10405?gko=06d13 • Marquardt, M. (2011). Building the Learning Organization: Achieving Strategic Advantage Through a Commitment to Learning. New York: Nicholas Brealey Publishing. • McLean, L. (2002). A REVIEW AND CRITIQUE OF NONAKA AND TAKEUCHI’S THEORY OF . Retrieved from http://mcleanglobal.com: http://mcleanglobal.com/public/MGC/publications/Nonaka%20and%20Takeuchi.pdf • Wiig, K. (1994). Knowledge Management Foundations: Thinking About Thinking - How People and Organizations Represent, Create and Use Knowledge. Schema Press.

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