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Knowledge Management Strategies - Future & Challenges - Coggle Diagram
Knowledge Management Strategies - Future & Challenges
Suggestions for the Future
"It is the knowledge sharing and knowledge creation of one on one communications enabled by expertise locators, and the communal sharing and creation of knowledge enabled by communities of practice toward which [knowledge management] development should be aimed" (McInerney & Koenig, 2011)
Capturing tacit knowledge
Conduct occasional Knowledge Audits to codify and institutionalize tacit knowledge held by workers across an organization
Develop open work spaces with few barriers between departments and individuals
Create formal and informal mechanisms for the sharing of knowledge between workers
Adaptiveness
Organizations need to change their knowledge transfer Best Practices frequently as the organization and individuals change and develop
Organizations need to innovate knowledge management and knowledge transfer procedures to best utilize the tacit knowledge of workers and reduce future intellectual redundancy and waste
Technological innovation
"A strong technological infrastructure customized for the needs of each organization, provides the tools necessary for ensuring the success of [knowledge management] efforts" (Gupta, Iyer, & Aronson, 2000)
Developing better systems for storing, retrieving, searching, and contextualizing knowledge
Best Practices for Knowledge Management
Launching a Knowledge Management Program
Knowledge Audit
Taking stock of the tacit and explicit knowledge contained within an organization or institution
Identify existing informal communities of practice
Content Management
Develop standardized knowledge storage practices
Develop knowledge taxonomies present in the institution
Assemble, organize, tag, and contextualize information and knowledge
Lessons Learned
Reduces intellectual waste and redundancy by adding resources to an organization's Artifact Network to be used in future projects
Capture tacit knowledge and make it explicit
Life cycle of a project
Develop the concept and design for a project
Implement the finalized design
Observe the effects of the project
Reflect on the outcomes
Adjust future projects accordingly
Theories of Knowledge Transfer
Knowledge Conversion
Internalization: experiencing knowledge from an explicit source
Dissemination: copying and distributing explicit knowledge
Capture: making tacit knowledge explicit
Socialization: imitation, observation, practice
Communities of Practice Model
Individual knowledge holders come together as a collection of individuals to contribute to the creation of explicit group knowledge
Distributed Cognition Model
When individual knowledge holders come together as a group to create new explicit group knowledge, they work as a group whose knowledge is not the sum on the individuals, but rather a unique group intelligence emerges
Management of Knowledge Transfer
Challenges
Technological Limits
Tacit individual knowledge is often best transferred though personal conversations
Organizational Structure
Open structure
reduces barriers between departments and individuals
facilitates natural knowledge sharing
Closed structure
competitive nature of information
encourages hoarding of knowledge
"alignment is a dynamic process that requires managers to continuously review existing alignment enablers and adapt new ones on a regular basis to reflect improvement in [knowledge management] processes over time" (Bosua & Venkitachalam, 2013)
Work Group Enablers
Social Networks
knowledge as social capital
enables individuals to have ownership of and benefit from the knowledge they hold
naturally creates links and informal communities of practice
have the ability to interpret and adjust knowledge sources in Artifact Networks
Artifact Networks
institutionalized explicit knowledge
often consists of diagrams, charts, Best Practices, rules and procedures, meeting notes, vendor lists, and archived memoranda
reduces need for redundant face-to-face conversations
clustered and contextualized knowledge
creates an institutional collective cognitive memory
Alignment Enablers
"Alignment enablers (individually or collectively) are elements that help establish and confirm a [knowledge management] strategy choice and direction for managing knowledge processes in an organization" (Bosua & Venkitachalam, 2013)
Personalization enablers
"personalization alignment and accompanying enablers focus on strengthening the creation and transfer process of knowledge in work groups" (Bosua & Venkitachalam, 2013)
Focuses on natural human connections in departments, fields, and communities of practice
creates specializations and sub-fields
Codification enablers
Seek to increase and improve knowledge storage, retrieval, and application
Look to create a culture of shared knowledge codification across an institution or organization
Consistent organization allows for more successful knowledge retrieval and searches