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The Fundamental Process of Knowledge Management - Coggle Diagram
The Fundamental Process of Knowledge Management
K-Acquisition
The process of development & creation of insight. skills and relationship
Sources: suppliers, competitors, partner, customer & external experts
Obtain from external resources
Sources :
Customers
Suppliers
Competitors
Partners
K-Sharing
Collaborative transfer of knowledge
Collaborative support
Making the right knowledge or the right sources
Require the right culture and incentives
Knowledge sharing process
Explicit knowledge sharing
Articulation: the ability of user to define what he needs
Awareness: of the knowledge available
Access: Access to the knowledge
Tacit knowledge sharing
Requires socialization
Management should support these network by providing the means for communication
Management must understand the value of chaos
K-Utilization
Integration of learning
It connect theory to practice
When available knowledge is used to make decision & perform task through direction and routines
The process through which individual possessing the knowledge directs the actions of another individuals w/out transferring to the individual the knowledge.
4 Levels of Professional Knowledge
Know-What
represent cognitive knowledge
Know-How
Represent the ability to translate bookish into real world results, problem-solving in nature
Know-Why
Represent a system's understanding, being able to compete beyond rules that might be common knowledge
Care-Why
Represent self-motivated creativity existed in a company KM no longer support
24 Drivers of KM
Knowledge centric-drivers
Technology drivers
Organization structure-based drivers
Personnel drivers
Process focused drivers
Economics drivers
the potential for creating extraordinary leverage through knowledge
the quest for a silver bullet for product and services differentiation
the need to avoid repeated & often expensive mistakes
need to avoid unnecessary reinvention
the need for accurate predictive anticipation
widespread functional convergence
the need to support effective cross-functional collaboration
team mobility and fluidity
Functional convergence
the emergence of project centric organizational structures
challenges brought about by deregulation
convergence of product and services
the death of technology as viable long-term differentiators
compression of product and process life cycle
the failure of company to know what they already know
the emergent need for smart knowledge distribution
knowledge velocity and sluggishness