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The Fundamental Process of Knowledge Management - Coggle Diagram
The Fundamental Process of Knowledge Management
Knowledge Acquisition
The process of development and creation of insights, skills and relationship
The knowledge that a firm can try to obtain from external sources
Sources
Customer
Supplier
Competitor
Partners
Knowledge Sharing
Knowledge sharing process
Explicit knowledge sharing
Articulation
Awareness
Access
Guidance
Completeness
Tacit knowledge sharing
Requires socialization
Interaction between people within work environments (Informal Network)
Management should support these networks by providing the means for communication
Management must also understand the value of chaos.
Collaborative transfer of Knowledge
Seeking out expert, and collaborating
Making the right knowledge or the right sources (including people) available at the right place at the right time
Knowledge Utilization
Integration of learning
When available knowledge is used to make decisions and perform tasks through direction and routines
The process through which the individual possessing the knowledge directs the action of another individual without transferring to that individual the knowledge underlying the direction.
Routines involve the utilization of knowledge embedded in procedures, rules, norms and processes that guide future behavior
The Four Levels of Knowledge
Level 3: Know-Why
Represents a system’s understanding, being able to compete beyond rules that might be common knowledge (shift from info-oriented enviro into knowledge oriented)
Knowledge nature: enables individual to be more step above know-how and create extraordinary leverage, have the ability to deal with unknown interactions and unseen situations
Level 4: Care-Why
Represents self-motivated creativity existed in a company KM no longer support
Level 2: Know-How
Represents the ability to translate bookish (know-what) into real world results, problem-solving in nature
Level 1: Know-What
This stage represents cognitive knowledge (basic or foundation)
KM Drivers
Knowledge centric-drivers
Technology drivers
Organizational structure-based drivers
Personnel drivers
Process focused drivers
Economic drivers