Knowledge Management Essay Essay

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The construct of handling organisational cognition as a valuable plus to taking organisations has been popularized by taking direction and organisation theoreticians. Organizations are being advised that in order to stay competitory. they must expeditiously and efficaciously make. locate. gaining control. and portion their organization’s cognition and expertness. and have the ability to utilize that cognition on specific jobs and chances. Firms are demoing a enormous involvement in implementing cognition direction procedures and engineerings. and are even get downing to follow cognition direction as portion of their overall concern scheme.

Although cognition direction is going widely accepted. few organisations today are to the full capable of developing and leveraging critical organisational cognition to better their public presentation. Many organisations have become so complex that their cognition is fragmented. hard to turn up and portion. and hence excess. inconsistent or non used at all. In today’s environment of rapid alteration and technological discontinuity. even cognition and expertness that can be shared is frequently rapidly made disused. However. while many people call for efficaciously pull offing cognition. about no research has been done sing how to make it.

What is Knowledge?

Knowledge is normally distinguished from informations and information. Data represents observations or facts out of context. and hence non straight meaningful. Information is derived from puting informations within some meaningful context. frequently in the signifier of a message. Knowledge is what we come to believe and value based upon the meaningfully organized information ( messages ) one additions through experience. communicating or illation. Knowledge can be viewed both as a thing to be stored and manipulated and besides as a procedure of at the same time cognizing and moving – that is. using ‘expertise’ . In order to win in today’s concern universe. organisations need to pull off knowledge both as an object and as a procedure.

Knowledge can be silent or expressed. Tacit cognition is subconsciously understood and applied. hard to joint. developed from direct experience and action. and normally shared through extremely synergistic conversation. story-telling and shared experience. Explicit cognition on the other manus. can be more exactly articulated. Therefore. although more conceptual. it can be more easy codified. documented. transferred or shared. Explicit cognition is playing an progressively big function in organisations. and it is considered by some to be the most of import factor of production in the cognition economic system. Imagine an organisation without process manuals. merchandise literature. or computing machine package.

Knowledge may be of several types. each of which may be made expressed. Knowledge about something is called declaratory cognition. A shared. expressed apprehension of constructs. classs. and forms lays the foundation for effectual communicating and cognition sharing in organisations. Knowledge of how something works or is performed is called procedural cognition. Shared expressed procedural cognition lays a foundation for expeditiously coordinated action in organisations. Knowledge why something occurs is called causal cognition. Shared expressed causal cognition. frequently in the signifier of organisational narratives. enables organisations to organize scheme for accomplishing ends or results.

Knowledge besides may run from general to specific. General cognition is wide and independent of peculiar events. Specific cognition. in contrast. is context-specific. General cognition can be more easy and meaningfully codified and exchanged. particularly among different cognition or pattern communities. Codifying specific cognition in order for it to be meaningful across an organisation requires its context to be described along with the focal cognition. This requires explicitly specifying contextual classs and relationships that are meaningful across cognition communities.

Implementing Knowledge

Effective public presentation and growing in knowledge-intensive organisations requires incorporating and sharing extremely distributed cognition. Although silent cognition develops through detecting action. it is more easy exchanged. distributed. or combined among communities of pattern by being made explicit. However. explaining silent cognition so it can be expeditiously and efficaciously shared and reused is one of the least understood facets of cognition direction. Even so. make up one’s minding which explicit knowledge an organisation should utilize can impact competitory public presentation.

Knowledge may be of course silent or it might look that manner because it hasn’t been articulated yet. most likely because of societal issues. Jointing peculiar types of cognition may non be culturally legitimate. because disputing what the organisation knows may non be socially or politically right. or the organisation may be unable to see beyond its customary wonts and patterns. Besides. doing private cognition populace and accessible may ensue in a redistribution of power that may be upsetting or rebelled upon in peculiar organisational civilizations. Knowledge besides may stay unarticulated because of rational restraints in instances where organisations have no formal linguistic communication or theoretical account in order to joint it.

Potentially explicable cognition that has non been articulated shows a lost chance to expeditiously portion and disperse that cognition. If rivals have articulated the integrating of similar cognition. so they may obtain a competitory advantage. However. cognition that is of course inarticulable that organisations attempt to do explicit may ensue in the cognition being lost. and public presentation agony. Articulable cognition that has been made expressed represents an chance that has been taken advantage of.

Organizations frequently do non dispute the manner cognition is stored. treated or passed on. However. directors should non blindly accept the evident tacitness of cognition. Mrs. Fields Cookies. for illustration was able to develop a cognition procedure ( baking cookies ) to a flat high plenty to be explicated and articulated in a formula that produces cookies of systematically high quality. The cookies are seemingly supposed to be about every bit good as those originally baked by Debbie Fields herself. The celebrated chef Ray Kroc was highly successful in jointing and routinizing the procedure of cooking a beefburger to bring forth a consistent. if non gourmet. degree of quality.

Although expressed cognition represents merely a portion of the rational portion of an organisation. it plays a important function in the overall cognition scheme of the organisation. Its direction requires models and well-considered architectures.

Knowledge processing can be put into two wide categories: integrative and synergistic. each covering with different cognition direction aims. Together. these methods provide a wide set of cognition processing capablenesss. They support well-structured bases for pull offing expressed cognition while at the same clip affecting silent cognition.

Integrative applications use a consecutive flow of expressed cognition into and out of the cardinal base. Manufacturers and consumers interact with this ‘repository’ instead than with each other straight. The depository becomes the primary agencies of cognition exchange. supplying a topographic point for members of a cognition community to lend their cognition and positions. The primary focal point tends to be on the depository and the explicit cognition it contains. instead than on the subscribers. users. or the silent cognition they may hold.

Integrative applications vary in the extent to which cognition manufacturers and consumers come from the same knowledge community. At one extreme. which is called electronic publication. the consumers ( readers ) neither straight prosecute in the same work nor belong to the same pattern community as the manufacturers ( writers ) . Once published. the content tends to be stable. and those few updates that may be required are expected to arise with writers. The consumer accepts the content as it is. and active feedback or alteration by the user is non anticipated. For illustration. the organisation may bring forth a periodic newssheet. or the human resources section may print its policies or a directory of employee accomplishments and experience.

On the other extreme. the manufacturers and consumers are members of the same pattern community or organisational unit. While still utilizing a consecutive flow. the depository provides a agency to incorporate and construct on their corporate cognition. These are labeled incorporate cognition bases. A best-practices database is the most common application. Practices are collected. integrated and shared among people facing similar jobs.

Sing the organisational functions for pull offing integrative applications. acquisition requires knowledge Godheads. finders. and aggregators. Capturing verbal cognition requires interviewers and translators. Documenting ascertained experiences requires organisational “reporters” . Surfacing and construing profoundly held cultural and societal cognition may necessitate corporate anthropologists. Polishing requires analysts. translators. abstracters. classifiers. editors. and planimeters. A librarian or “knowledge curator” must pull off the depository. Others must take duty for entree. distribution and presentation. Finally. organisations may necessitate people to develop users to critically construe. measure and accommodate cognition to new contexts.

Synergistic applications are focused chiefly on back uping interaction among people who hold silent cognition. In contrast to integrative applications. the depository is a consequence of interaction and coaction instead than the primary focal point of the application. Its content is dynamic and germinating.

Synergistic applications vary by the degree of expertness between manufacturers and consumers and the grade of construction placed upon their interaction. Where formal preparation or cognition transportation is the aim. the interaction tends to be chiefly between teacher and pupil. or adept and novice. and structured around a distinct job. assignment or lesson program. These applications are referred to as distributed acquisition.

In contrast. interaction among those executing common patterns or undertakings tends to be more ad hoc or emergent. These applications are referred to as forums. They may take the signifier of a cognition securities firm – an electronic treatment infinite where people may either hunt for cognition ( e. g. . “Does anyone know…” ) or publicize their expertness. The most synergistic forums support ongoing. collaborative treatments. The manufacturers and consumers comprise the same group of people. continually reacting to and edifice on each individual’s add-ons to the treatment. The flow continually loops back from presentation to acquisition. With the appropriate structuring and indexing of the content. a cognition depository can be developed. A standard classification strategy for indexing parts provides the ability to reapply that cognition across the endeavor.

Synergistic applications play a major function in back uping integrative concern processs. For illustration. a forum can be linked to an electronic publication application for editors to discourse the quality of the parts. or to offer a topographic point for readers to respond to and discourse the publication. Best pattern databases typically necessitate some grade of forum interaction. so that those trying to follow a pattern have an chance to discourse its reapplication with its Godheads.

Knowledge Management and Factors Affecting IT

Effective usage of information engineering to pass on cognition requires an organisation to portion a common position from where the information can be analyzed. The more that communicators portion similar cognition. background and experience. the more efficaciously knowledge can be communicated via electronically mediated channels. At one extreme. the airing of explicit. factual cognition within a workplace that possess a high degree of shared contextual cognition can be accomplished through entree to a cardinal centre of informations.

However. when a common position is non present. or the cognition exchanged is less expressed. or the community is slackly tied together. so more synergistic manners such as electronic mail or treatment databases are appropriate. When the position is non good shared and cognition is chiefly silent. communicating and narrated experience is best supported with the most synergistic manners such as picture conferencing or face-to-face conversation.

Cultural. Peoples and Organizational Issues

Effective cognition direction has to undertake cultural. people and organisational issues foremost. as these things can non be solved by buying an off-the-rack merchandise. Conflicts. aspirations and inter-organizational political relations are strong factors of the cognition direction procedure. The key to a successful cognition direction execution is a civilization that encourages the creative activity and sharing of cognition. and processes ­ engineering. in order to manage these jobs efficaciously.

Unfortunately. most public presentation systems and procedures do non honor ­ adequately or possibly at all ­the sharing and reuse of cognition. If the civilization of the organisation does non honor cognition sharing. so knowledge direction is no traveling to be successful. Employees need strong inducements to take part in such strategies ; otherwise they tend to experience that information is being squeezed out of them. If employees see this as an invasion of privateness. it surely will non work.

A company that is traveling to win at cognition direction will necessitate a civilization of assurance. trust. common regard and common support which encourages the application of cognition. and a willingness to portion power through shared information. Sharing cognition will merely be successful when a market ­demand and supply­ for cognition is created. Finally. the shared cognition base will take to the eroding of private power bases. as high-quality information becomes available online.

While engineering can merely be an enabler and non a driver. some solutions. can act upon organisational civilization and aid to convey about the necessary alterations. In peculiar. if a engineering solution provides choice information in a shared cognition base that is fast and easy to entree. people will desire to take part. For illustration. at Motorola. a cognition direction system piloted by one group of users was provided on a read-only footing to everyone. Soon everyone demanded the ability to take part in full.

In decision. one can see how understanding and utilizing cognition direction can take to success in an organisation. Developing effectual methods of cognition retrieval. analysis and airing will give great benefits to any organisation.

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