Sesi 11 km team

KM TEAM
CHAPTER 10
Kimiz Dalkir
2005

OBJECTIVES
1.List the key KM skills required
2.Describe different role & responsibilities of KM Team
3.Describe the development of CIO – CKO – CLO
4.Identify the different type of KM employers
5.Analyze the critical cognitive & attitudinal attribute that KM professional should posses
6.Understand the ethical issue in KM situation and their principles
KM Teaching Group - Universitas TELKOM
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Organization needs to define
different types of KM professionals
the types of skills, attributes, and background they should possess.
They need to have and/or develop a list of cognitive, affective, psychomotor skills, and required competency levels for each skill.
INTRODUCTION
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These key skills for KM personnel:
An understanding of the KM concept—the philosophy and theory,
Awareness of the experience of other organizations in developing KM solutions and approaches
Understanding of, and the ability to identify, the business value of KM activities to the organization
Appreciation of the range of activities, initiatives, and labels employed to create an environment in which knowledge is effectively created, shared, and used to increase competitive advantage and customer satisfaction
INTRODUCTION
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KM Person should possess these skills :
Time management (using time & energy to acquiring knowledge)
Knowledge (mastering how to find information quickly & precisely)
Various learning techniques to absorb key knowledge and learning quickly
Effective skills of advocacy and inquiry to present knowledge to, and gather knowledge from, others
Informal networking skills (build influence to gain access to people with knowledge)
Resource investigation skills
Effective IT skills (recording and disseminating information)
INTRODUCTION
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Cooperative problem solving.
Open dialogue skills, interpersonal
Flexible & willing to try new things and take educated risks.
Learning from mistakes, risks taking, opportunities, & successes.
INTRODUCTION
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The KM team’s skill requirements can be built up from the set of critical skills or core competencies, such as
Ability to learn,
Autonomous,
Wait to be told,
Collaborative team player,
Sees the big picture,
Makes connections,
Learns from mistakes,
Ability to think and do, with a focus on outcome,
Appreciation of information management techniques.
INTRODUCTION
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A KM dream team would possess the skills of
Communication,
Leadership,
Expertise in KM methodology/processes/tools,
Negotiation and strategic planning,
Know the organization,
Remain connected to the top,
Adopt a systems view,
Intuitive risk taker
INTRODUCTION
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KM skills by Goade (read p 286);
Retrieving information.
Evaluating/assessing information.
Organizing information.
Analyzing information.
Presenting information.
Securing information.
Collaborating around information
INTRODUCTION
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Senior and middle management roles—Chief Knowledge Officer, Knowledge Manager.
Knowledge leaders, also referred to as KM champions, who are responsible for promoting KM within the organization.
Knowledge managers, responsible for the acquisition and management of internal and external knowledge.
Knowledge navigators, responsible for knowing where knowledge can be located, also called knowledge brokers.
MAJOR CATEGORY of KM ROLES
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Knowledge synthesizers (knowledge stewards), facilitating the recording of significant knowledge to organizational memory.
Content editors/managers, codifying & structuring content, roles involving capturing & documenting knowledge- researchers, writers, editors.
Web developers, electronic publishers, intranet managers,
Learning-oriented roles (trainers, facilitators, mentors, & coaches, developing information & knowledge skills)
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Human resources roles (developing programs & processes that encourage knowledge-oriented cultures & behaviors)
Knowledge publishers, internal publishing functions thru intranet. Known as Webmasters, knowledge architects, and knowledge editors.
Coaches & mentors, assisting individuals throughout the business unit or practice to develop and learn KM activities & disciplines.
Help desk activities, including the delivery of KM & information related to training, also called KSO (Knowledge Support Office
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KM professionals require a multidisciplinary skill consists of such competencies as ;
Finding, appraising and using knowledge,
Reformulating questions,
Navigating through content,
Evaluating the relevance of content,
Filtering out what is not needed,
Synthesizing from diverse sources in order to apply the knowledge (e.g., to make a decision)
Contribute to the recording of such valuable experiences to organizational memory systems.
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CKO / CLO heads the KM team.
Their responsibility are ;
Formulating knowledge management strategy.
Handling knowledge management operations.
Influencing change in the organization.
Managing knowledge management staff.
SENIOR MANAGEMENT ROLES
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What KM executive must do ;
Decide how information evaluated, created, processed, inventoried, retrieved, and archived
Identify critical knowledge needed within a company and any knowledge gaps that need to be addressed
Build good relationship
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Chief Knowledge Officer
Senior executive who is responsible for ensuring that an organization maximizes the value it achieves through one of its most important assets—knowledge.
Contribute for ;
•Maximize Returns on KM investment (people, processes, and intellectual capital).
•Exploit intangible assets (know-how, patents, customer relationships).
•Repeat successes & share best practices.
•Improve innovation & the commercialization of ideas.
•Avoid knowledge loss & leakage
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Because of the power associated with expertise, employees may be reluctant to share their knowledge and skill. CKO must function as ;
•Promotor of culture that encouraged knowledge sharing
•Agent of change
•Creat environment that make easier to build communication network
Create environment to ease the building of the communication network
Works with formal & informal communication network
Support communities of practise
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Design ways for worker to present & receive knowledge
Responsible for developing & maintaining information infrastructure
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The responsibilities of KM executive is to convert the KM strategy into specific KM initiatives that help achieve organizational business goals
Four categories of KM initiative ;
Promoting the importance of knowledge sharing.
Creating a technical infrastructure to facilitate sharing.
Promoting a cultural climate that rewards knowledge-sharing behaviors.
Measuring the value of knowledge and KM practices to the organization.
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Chief Learning Officer
Created to leverage knowledge into tangible business benefit
Design to leverage learning thru organization culture,
Define what type of knowledge to emphasize and technology to use
Committed to the strategic integration of organizational & individual learning
Change mindset from training to continuous learning
Using wide variety of delivery method
Focus on organizational learning and the transformation to learning organization
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strong backgrounds in learning strategies and a strong orientation toward setting and reaching business goals
CLOs are committed to the strategic integration of organizational and individual learning at all levels and across all functional silos
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Work with the ―know-how‖ of knowledge.
Integrate thinking and acting,
Create an environment that fosters knowledge sharing informally.
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Chief Learning Officer Initiatives ;
Cultural transformation
•Assisting the development & communication of a new vision & strategy for the organization
•Tending to the cultural transformation to support the new corporate direction
Culture maintenance
•Support marketplace strategy & address deficiency in skills
Contemporary initiatives
•In-depth knowledge of the industry& familiar with all function in the organization
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Summarize of the KM roles in the organization can be found at p. 294-295
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Kelok 9, Padang Sumatera Barat, 2013
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Ethics establishes a framework for making decisions based on values and for determining what is right and wrong
Ethical code for a profession is a system of standards to which those in the field agree to conform
Professionals in formal leadership roles have a responsibility to model the highest possible standards for those whom they manage
ETHICS of KM
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Managing ethics involve process ;
Prevention, using codes of conduct and standard operating practices and providing landmarks, fences, and DMZs
Detection, using automated systems to enforce and monitor ethical compliance and to verify appropriate use of company assets.
Reporting, employees able to report unethical behaviors (―whistleblowers‖) without suffering any retaliation.
Investigation, requires outside assistance in order to be thorough, fair, and neutral
ETHICS of KM
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DRESSED 4 SUCCESS
Conduct a brief review after every class.
Complete the assigment on time.
Prepare and conduct the presentation seriously
Pay full attention about what the class discussed
Make notes to help understand the lecture.
Read & understand the main references/books
Look for the other lecture materials from other class
Keep 100% attendance
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Sesi 11 km team

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Sesi 11 km team