Managing Knowledge
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The document discusses knowledge acquisition for expert systems. It outlines several key methods for acquiring knowledge from human experts, including observing experts solving real problems, conducting discussions to identify required data and procedures, having experts solve example problems verbally while explaining their rationale, developing rules based on interviews and testing them, and comparing responses from multiple experts. The goal is to carefully organize the acquired knowledge into a structured format like rules that can be implemented in an expert system.
![ In this competitive knowledge economy, our most
valuable asset is the knowledge asset. [e.g.
Microsoft]
Expected outcomes of an organization with KM:
Improve performance, productivity and competitiveness
Improve decision making
Reduce research costs and delays
More innovative organization](https://image.slidesharecdn.com/kmfinal-140904121509-phpapp01/85/Managing-Knowledge-17-320.jpg)
Managing Knowledge
- 1. Prepared by : Eman Rashed Managing Knowledge
- 5. 5 of 11 You can make sharing part of the way you work by doing things that are just a little different from what you currently do.
- 6. 6 of 11 Review your email and files for information you frequently refer to, or that you often send to people. Organize your “virtual filing cabinet” so that you can quickly find that information when you need it. This will save your time, allow you to be more responsive, and make people happier.
- 7. 7 of 11 2. Help When you’re talking to people, listen for opportunities to help them by sending them the information you’ve organized. Answer questions and promise to follow up with additional information. Now you’re getting even more return on the time you invested.
- 8. 8 of 11 3. Reach out You can find even more opportunities to help by reviewing what you’ve organized and thinking of people who could benefit from that information. Reach out to them so that you can help them save time, make things happen, and build stronger relationships.
- 9. 9 of 11 4. Prepare Now you’ve saved even more time. Use some of that time to prepare by writing down notes that might be useful someday. Don’t wait until you finish a project. Write your notes while you’re working. It will help you clarify your thinking, record your decisions, and be more productive.
- 10. 10 of 11 5. Publish Put your notes in an access-controlled database if you need to, or publish your notes as widely as you can. The more people can help themselves, the more efficiently you can work, and the bigger difference you can make. Here’s where the magic happens. You have notes. You know they’re useful. Now make it easy for other people to find them.
- 11. 11 of 11 6. Improve Review your processes. Improve your organizational system. Smoothen the way you work. Compounded over time, little changes can be powerful.
- 12. Effective Communication Good language, communication skills and a good understanding of cross-culture Flexible Structure And Design Flat structure, Horizontal Communities, Cross Functional Teams …etc Trust Culture The relationship between individuals and groups are open and honest and supported through performance related incentives and rewards Process And Strategies Clear process - Learning strategies Information Technology Solid IT Infrastructure Life inside Google
- 13. 1- Conceptual / mindset related issues We need to create a culture of sharing - Often knowledge is seen as power and in a competitive environment there could be a tendency to hoard knowledge We should move from " hoarding of knowledge to gain power" to "sharing of knowledge to gain power.“ 2- Operational issues Time - KM should not be seen as a separate initiative, but should be integrated into current workflow as a more effective way to achieve business results. 3- Cultural issues such as language and material culture, which have been also identified as important factors
- 17. In this competitive knowledge economy, our most valuable asset is the knowledge asset. [e.g. Microsoft] Expected outcomes of an organization with KM: Improve performance, productivity and competitiveness Improve decision making Reduce research costs and delays More innovative organization
- 18. HR has a pivotal role to play in the KM movement. Key HR processes -- Corporate Education, Performance Management and nurturing culture, have a very significant role in the development of the knowledge-based enterprise. Talent management, which is the domain of HR and knowledge management are closely interrelated. Cross Functional Team
- 19. Job rotations: Well-planned job (role) rotations across geographical locations and businesses in a firm help not only boost people development, but also provide an important vehicle for transfer of knowledge and best practices. Networked organization: HR should play a key role in developing such a networked organization, through facilitation of knowledge communities teams.
- 20. Training: Learning and knowledge are inter-linked E- Learning is made available through company web sites (Intranets), and even through CD-ROMs. It allows the learner to enroll into courses or programs of their choice. Culture change: KM requires HR to create a culture of sharing supported by incentive system. Knowledge sharing will be encouraged if hoarding knowledge is seen as violating the company’s values and if those who transfer know-how to other units are presented as heroes.
- 21. Knowledge intensive organisations Labour intensive organisations Physical capital intensive organisations PSFs Non- PSFs Products Services Products Services Products
- 22. Knowledge management systems are meant to organize and share knowledge within a firm, but more often than not, their scope has become too large to manage, and keeping the KM systems up-to-date and useful has been an enormous challenge.
- 23. Ad hoc mgt of knowledge in the client driven PSF Personalization the creative problem solving PSF Codification in the Solution adaption PSF
- 24. Insufficient Adaptiveness SOLUTION ADAPTATION CREATIVE PROBLEM SOLVING CLIENT- DRIVEN Lack of coordination & discipline External Strategic Focus Internal Resource Orientation Client relations Creative problem solving Adaptation of ready solutions Organizationally controlled resources Team-based (individual &collective) Individually controlled resources
- 25. Tensions between two or more of these configurations •Client driven •Problem solving •Solution adaptation
- 26. Tensions between two or more of these configurations • Client driven • Problem solving • Solution adaptation
- 28. Human Intellectual Capital + Relationship Intellectual Capital + Structural Intellectual Capital = Total knowledge available to be managed
- 29. )70%(Human Intellectual Capital + )20%(Relationship Intellectual Capital + )10%(Structural Intellectual Capital NB. Not applicable to audit firms, due to regulatory factors, uniformity of product and rigid methodology
- 30. PSFs withPSFs with strongstrong KM systemsKM systems )50%(Human Intellectual Capital + )20-30%(Relationship Intellectual Capital + )20-30%(Structural Intellectual Capital
- 32. • Leverage the firm's intellectual capital • Find experts within the firm • Share best practices internally and with clients • Aggregate industry-specific research & doc. • Keep client information secure
- 33. �Lack of trust � Different cultures, vocabularies, and frames of reference � Lack of time and meeting places; narrow idea of productive work � Status and award go to knowledge owners � Lack of absorptive capacity in recipients � Belief that knowledge is prerogative of particular groups, not-invented-here syndrome � Intolerance for mistakes or need for help
- 34. 34 To understand the distinctive characteristics of knowledge intensive service firms To identify the key resources (forms of capital) that knowledge intensive firms draw on for their success To identify the challenges for managing people and managing knowledge faced by knowledge intensive firms To explore the ways in which HR strategy, structure, delivery and practices can be used to create valuable products and services
- 35. 35 Converting Human Capital into Intellectual Capital Employee Knowledge Skills Experience Conversion Process Intellectual CapitalHuman Capital Role of HR practices in this conversion process Products and services which have market value
- 36. 36 Intellectual Capital Human capital Social capital Structural capital Network Capital Client Capital Organizational Capital Forms of Capital Knowledge skills and experience of staff Knowledge embedded in values, culture and relationships Ways of structuring work Procedures, policies and processes Knowledge of and relationships with clients Knowledge of and relationships with network members
- 37. 37 Human capital Social capital Structural capital Network Capital Client Capital Organizational Capital Intellectual Capital Resourcing Joband W orkDesign Trainingand Development Pay and Reward Performance Management Involvement Delivery Strategy Structure The HR Wheel Kinnie et al 2006
- 38. DEFINITION: KNOWLEDGE ACQUISITION is the process of acquiring knowledge from a human expert for an expert system, which must be carefully organized into IF-THEN rules or some other form of knowledge representation
- 39. Combining knowledge from the outside or international operation with that of local to achieve the stated organisational objectives.
- 40. Observe the person solving real problems. Through discussions, identify the kinds of data, knowledge and procedures required to solve different types of problems. Build scenarios with the expert that can be associated with different problem types. Have the expert solve a series of problems verbally and ask the rationale behind each step.
- 41. Develop rules based on the interviews and solve the problems with them. Have the expert review the rules and the general problem solving procedure. Compare the responses of outside experts to a set of scenarios obtained from the project's expert and the ES.
- 42. • Listening post: sending people out to work far away to work and bringing them back to get information from them • Partnering and mergers: Voluntary amalgamation of two firms on roughly equalterms into one new legal entity. Mergers are effected byexchange of the pre- merger stock (shares) for the stock of the new firm. Owners of each pre-merger firm continue as owners, and the resources of the merging entities are pooled for the benefit of the new entity
- 43. • Playing with virtual market: Virtual Marketing Concepts specializes in creative web site design and Internet marketing by an integrated team of web consultants, creative designers, programmers and marketing professionals that know how to get online results
- 45. This pyramid tells a very compelling story. After a lecture we can only be expected to retain 5% of what we hear. We can retain 10% of what we read, etc. Ultimately the pyramid reminds us that the best way to master a topic is to learn to teach it. The more involved we get with the content the more mastery we have over it.
- 46. Stimulate knowledge sharing among individuals Avoid employee turnover Making Tacit knowledge explicit
Editor's Notes
- #22: Capital Labour Knowledge intensive