Knowledge Management primer
Part 3 – development model
In Part 2 of this series of articles on knowledge management we identified that an organization gains advantage by leveraging its knowledge through interaction, codification, encapsulation, and automation. In this final article we take these concepts and incorporate them in a model that can be used to analyse and improve an organisation’s knowledge management activity.
The model contains three key elements representing the main knowledge functions performed by employees, managers, and IT.
These functions are:
|
Organisation (Employees) |
– improve and innovate |
|
Managers |
– standardize and communicate |
|
IT |
– computerize and automate |
These elements are connected as illustrated here:
For shorthand reference, the levels in the diagram are labelled K0 to K3.
The model illustrates that the benefits of knowledge management emerge from a number of sources. At the level of day-to-day employee interaction, environments that support learning and knowledge sharing help all employees to do a more effective job (K0).
Beyond this level, organisational benefits come from leveraging knowledge and embedding it closely into the organisation’s operations. This is done in a number of key ways:
- by continuously standardizing and communicating improvements to attitudes (policies) and actions (procedures) for overall areas of activity (processes) - K1
- by continuously computerizing and automating activities (with associated comprehensive communication) to make them more efficient and free employee time to devote to creative and problem-solving activity – this is the process of ‘encapsulating’ knowledge – K2
- by documenting the functions and internal operations of computerized and automated systems so that they can be easily maintained and improved - K3
In summary, the four levels of potential organisational benefit are:
|
K0 |
for all employees - employee interaction, knowledge sharing, knowledge culture |
|
K1 |
for managers - improving, standardizing, and communicating processes |
|
K2 |
for managers and IT operations – computerizing and automating |
|
K3 |
for IT operations – documenting computerized and automated systems |
The common thread that runs through all these levels of knowledge management is the drive to turn tacit personal knowledge into explicit corporate knowledge so that it can be shared and leveraged.
In practical terms, undertaking knowledge management means:
- taking stock of where the organisation stands in relation to the four knowledge development levels
- identifying, planning and implementing initiatives to strengthen and improve knowledge development at all levels
- monitoring and measuring movement through the levels (that is, from personal skill to standardised process to computerized system) and associated costs and benefits
- educating and motivating managers and employees to participate fully in knowledge development processes
Listed here are some of the issues, and possible responses, that arise at each level (including the artefacts that represent explicit knowledge).
|
K0 = employee interaction, knowledge sharing, knowledge culture |
|
|
Issues |
Responses and Artefacts |
|
Opportunities to interact, and degree of cooperative ethos |
Office /Factory layout and design Intranet-based discussion forums Internal meetings Internal conferences /workshops ‘Corporate yellow pages’ |
|
Knowledge and information access |
Availability of hard copy and electronic reference information |
|
Rewards for knowledge development and sharing |
Performance review acknowledgement Incentive schemes |
|
Product support knowledge |
Product descriptions and product operating manuals Service descriptions and service support information |
|
Formal and informal research activity |
R&D Department Journal /conference papers and articles Patents Technical white papers |
|
K1 = processes - improving, standardizing, and communicating |
|
|
Issues |
Responses and Artefacts |
|
Continuous improvement activity |
Routine analysis, problem-solving, team-working, feedback and corrective /preventative action |
|
Process orientation of management |
Emphasis on standardised approaches and measured effectiveness Quality assurance and other relevant compliance management Training in continuous improvement tools and techniques |
|
Extent and quality of documentation of operating policies and procedures |
Operating and reference manuals - coverage and quality in terms of structure and readability |
|
Management of updateable reference knowledge |
Document control systems for managing authority, currency, accessibility, consistency of documented knowledge |
|
Rate of process development |
Frequency with which processes, and process reference information, are enhanced and updated |
|
K2 = computerizing and automating |
|
|
Issues |
Responses and Artefacts |
|
Process coverage and functionality of computerized systems & tools for employees |
User documentation and online help |
|
Process coverage and functionality of computerised systems and tools for external use - customers and suppliers |
User documentation and online help |
|
Computer systems effectiveness |
Measurement of cost /benefits of computerized systems |
|
Rate and control of computerisation |
Frequency and methods with which systems are enhanced and updated |
|
K3 = documenting computerized and automated systems |
|
|
Issues |
Responses and Artefacts |
|
Maintain and enhance computer systems Replace computer systems |
System overview manuals Detailed system description manuals for critical systems |
|
Control and develop corporate databases |
Data dictionaries |
Here are the detailed requirements for implementing a knowledge management development program.
- Take stock
- Plan, and implement initiatives
- Monitor and measure movement through the levels
- Educate and motivate managers and employees
Profile the organisation as a whole (purpose, customers, suppliers, core competencies) and also profile each major functional unit (or operating division). Examine the relationships between each functional unit and customers and suppliers by conducting a relationship analysis (customer /supplier map).
Do an initial high-level assessment of the current state of each unit in terms of the K0 to K3 issues identified above. Use this assessment to decide priorities for looking at each major functional unit in detail.
In priority order, assess the current state of each functional unit in detail in terms of the K0 to K3 issues listed above. Identify strengths, weaknesses and gaps in knowledge management.
After taking stock, decide on initiatives to be explored further and planned for implementation. These will be projects aimed at building on strengths, overcoming weaknesses, and filling gaps.
In some cases pilot projects to test effectiveness before full-scale implementation will be planned. In other cases (where the deficiencies to overcome and potential benefits are obvious) full-scale projects for immediate implementation will be planned.
After planning, undertake and manage each project as per standard project management guidelines.
Classify, monitor and report projects according to how they move knowledge through levels K0 to K3.
Implement training programs for continuous improvement techniques, and quality assurance.
Monitor the degree to which each employee contributes knowledge that improves organisational processes.
Monitor the degree to which each manager contributes to the development of computerised systems.
Monitor the degree to which IT managers ensure that knowledge of computerised systems is fully captured and maintained.
HCi has implemented all aspects of the above knowledge management development program for a number of large organizations. If you wish to discuss a program for your organization ring 02 9232 6669 and ask to speak to an Account Manager.
This article may be reproduced only with the permission of HCi (email HCi ). Copyright HCi, 2001.
