Knowledge Management

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Knowledge Management What is it? Who does
it? How is it done?
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. . . knowledge management involves connecting
people with people, as well as people with
information. It is a management philosophy,
which combines good practice in purposeful
Information management with a culture of
organisational Learning, in order to improve
business performance.
Sheila Corrall. Knowledge Mangement Are We in
the Knowledge Management Business? Knowledge
Management, 18.
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Knowledge is a fluid mix of framed experience,
values, contextual framework, and expert insight
that provides a framework for evaluating and
incorporating new experiences and information.
It originates and is applied in the minds of the
knowers.
Thomas Davenport and Laurence Prusak. Working
Knowledge How Organizations Manage What they
Know. Harvard Business Press, 1998.
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It may be concluded then, that information and
knowledge are not synonymous, though they may be
so used in everyday conversation. Knowledge is
essentially personal, and understanding and
relation to values are inherent parts. It
is formed and increased by thought, by acquiring
information and by applying judgment to assess
the quality, use and consequences of that new
information in the light of ones existing
knowledge.
Michael W. Hill. The Impact of Information on
Society, Bowker Saur, 1999. P29.
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Knowledge relies on thinking Knowledge is
synthesis of new information the result of
acquisition, evaluation and and integration of
that information with knowledge existing in our
heads. Knowledge is dynamic. It is constantly
being changed, enhanced and refined by new
information and experience.
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We cant manage anyones ability or willingness
to know. And until we come up with a technology
that will extract, analyze and synthesize
information and then recommend to a
business manager what to do, were not quite
managing knowledge were still trying to
manage information, hoping that it will enhance
someones knowledge and ability to make the
right decisions at the right time.
Helen Pukszta. Forget Knowledge management Back
to Information, Computerworld, 33,May 3, 1999, p.
32
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Can knowledge be managed? Probably, not. Stephen
Abram observed, The plain fact is that
knowledge, Per se, cannot be managed. In fact
capturing knowledge in Any form other than into a
human beings brain, reduces it To mere
information, or worse, data. Only the
knowledge Environment can be managed. Can
knowledge be shared? YES Stephen Abram. Post
information age positioning for Special
Libraries Is Knowledge Management the
Answer? Knowledge and Special Libraries. Edited
by James Matarazzo and Susan D. Connellly, 1999
Butterworth-Heinemann.
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. . . The history, the myths, the shared values,
and the Unreflective presupposition that define
a strong corporate Culture can blind business
leaders to events that do not fit Into their
collective mental framework. Ideal value for
customers provided with efficiency and profit
Philip Evans and Thomas S. Wurster. Blown to
Bits How The New Economics of Information
Transforms Strategy, Boston, Harvard Business
School Press, 2000. P. 4.
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KEY FACTORS Competencies Comprehension Change Cult
ure Communication Content Context Collaboration
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Competencies - IT
Trained to solve technical problems or to find
technical solutions to problems. Creation,
support, maintenance and enhancement of
technical Infrastructure (computing, network,
etc. Success is measured in technological terms.
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Competencies IT Logistics and
infrastracture Computers Networks Security Transmi
ssion, receipt, storage Software provision System
Design Tight labor market go to the competition
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Competencies Librarians Find, retrieve, analyze
and communicate information Knowledge of
sources Knowledge of user context Detectives Train
ers Expert searchers Assessment of information
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Competencies Librarians Management of
information, bringing to the desk top User
interfaces Serving customers and adding
value Measure success in terms of value creation
and contribution to organizational goals and
objectives.
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Comprehension Understand and appreciate the
contribution of each group to the solution of
problems and the creation of value. Understand
how each group contributes Understand how each
group operates.
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Change Roles are changing Uncertainty Many
variables Knowns demographics, technology,
range of likely futures Publishing electronic,
STM and Business Surprises
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Corporate culture CIO role is changing More
collaboration and more teams Young people
breaking down hierarchy Young people breaking the
rules Transitions Transformation
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Communication Talk, Talk, Talk Share knowledge
and information Share know how Create teams Work
together to solve common problems
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Content and Context Delivery of content
anywhere, any time Context of groups and
individuals Mass Customization Just for you IT
provides the technology to enable information
and Knowledge sharing
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Collaboration Learning together Sharing
goals Sharing risks Mutual needs Create new
value Challenge old organizational models
encourage information Hoarding Knowledge and
information needed for business decisions And
planning
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Collaboration Focus on shared goals and
successful outcomes BE flexible, agile and
innovative Focus on results, not activities Focus
on value for clients and customers.