Knowledge Management Knowing What We Know

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Knowledge Management Knowing What We Know

• The re-use of information and experience to
  increase the speed of responsiveness and
  innovation
• Capturing and sharing institutional knowledge and
  leveraging that knowledge through collaboration,
  sharing and efficient access
• Making better use of the information and
  knowledge that floats around as an organisation

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Knowledge Management Knowing What We Know

• Leveraging the organisations collective wisdom
  by creating process and technology systems to
  support and facilitate the identification,
  capture, dissemination and use of the knowledge
  of members of the organisation
• Knowledge management embodies organisational
  processes that seek the synergistic combination
  of data and information processing capacity of
  information technologies, and the creative and
  innovative capacity of human beings

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• I consider the question of how we harness the
  potential of technological change alongside the
  related question of science to be a fundamental
  economic and social challenge of our future.
  The fundamental challenge is to create a
  knowledge driven economy that serves our long
  term goals of first-class public services and
  economic prosperity for all.
• Tony Blair (November 2002)

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• The only irreplaceable capital an organisation
  possesses is the knowledge and ability of its
  people. The productivity of that capital
  depends on how effectively people share their
  experience with those that can use it.
• Andrew Carnegie

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• If Hewlett-Packard knew what Hewlett-Packard
  knows we would be three times more profitable.
• Lew Platt

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• Let us suppose that in the mind of each man
  there is an aviary of all sorts of birds some
  flocking together, others solitary, flying
  everywhere we may suppose that the birds are
  kinds of knowledge, and that when we were
  children, this receptacle was empty, whenever a
  man has gotten and detained in the enclosure a
  kind of knowledge, he may be said to have learned
  or discovered the thing which is the subject of
  knowledge and that is to know.
• Plato

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• A university has many communities and many
  souls, but only one drive, which is the love of
  knowledge.
• Professor Carolyn Tuohy
• University of Toronto

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• An investment in knowledge pays the best
  dividends.
• Benjamin Franklin

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• Looking at Knowledge management from a
  Universitys point of view is looking at the
  heart of the University and forces us to consider
  our threefold mission from a very modern
  perspectiveservice to society, education and
  research which is essential in todays
  knowledge society.
• Professor A. Oosterlinck

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• A set of organisational processes that create
  and transfer knowledge supporting the attainment
  of academic and organisational goals.
• Charles Townley

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• According to a KPMG survey of 423 large
  companies, 67 percent of respondents claimed they
  had too much information to manage, and 56
  percent claimed of having to reinvent the wheel
  every time they started a new project.

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Benefits of a Knowledge Management Strategic Plan

• greater opportunities for collaboration and
  sharing knowledge and information
• greater value derived from organisational and
  academic knowledge assets
• better access to expertise

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• improved ability to access relevant and
  authoritative information when and where it is
  needed
• greater transparency in resource allocation
• greater accountability
• better return on investment
• enhances the standing of the University

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• Knowledge is created invisibly in the human
  brain and only the right organisational climate
  can persuade people to create, reveal, share and
  use it.
• Thomas Davenport

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Barriers

• technical
• business
• cultural

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Seven factors which are critical to success

• Knowledge management must be seen as a priority
  which will enhance academic activity
• Training for IT and information literacy is
  needed
• Existing data sources must be managed well
• Knowledge management must relate to personal and
  unit goals as well as institutional goals

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• Knowledge sharing must be fostered
• Responsibility for the coordination of the whole
  of knowledge management is required
• The process involves fundamental change which is
  evolutionary

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How to improve Knowledge Management

• Mission statement
• Accountability
• Structure for Interdisciplinary opportunity
• IT and KM are not the same
• International collaboration

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• Student understanding of immaterial as well as
  material requirements
• Open evaluation
• Universities not highly individual

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• Collection development
• Collection management
• Knowledge management
• Joseph Branin

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New roles

• Content creation/e-publishing
• Reproduce content more interactively
• Creating systems to manage digital content
• Identify useful resources created digitally

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• Develop standards, interoperability and
  connectivity
• Integration of overlapping information
  initiatives
• Enriching to existing content
• Advisors, managers, leaders

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• We dont know one millionth of one percent of
  anything.
• Thomas Edison