The document discusses five knowledge-centric drivers for knowledge management: 1) Knowledge recognition failure where companies fail to recognize what knowledge they already have, 2) The need for smart knowledge distribution to get the right knowledge to the right people at the right time, 3) Tacit knowledge walkouts which refers to the risk of losing valuable tacit knowledge when key people leave an organization, 4) Knowledge hoarding which discusses why people hoard knowledge instead of sharing it, and 5) The need to learn to unlearn outdated practices and continuously learn new knowledge and skills.
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Knowledge-Centric Drivers
Knowledge-centric drivers for knowledge management emerge
from the recognition of the business value of knowledge.
1. Knowledge recognition failure
2. Need for Smart knowledge distribution
3. Tacit knowledge walkouts
4. Knowledge hoarding
5. Learn to Unlearn
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Knowledge Recognition Failure
The failure of companies to know what they already know.
For example:
Mouse has been introduced and patented by Xerox,
but Apple was the first who commercialized it.
Knowledge management can help companies know what they do
know.
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Tacit Knowledge Walkouts
Tacit knowledge represents an immense asset of value within
an enterprise.
There are times that the loss of only a few key people "walking
out the door" with their essential knowledge and skills can put
at risk the net worth of an entire organization. In the early stage
development of an enterprise, key individuals' tacit knowledge
embody the vision and mission, as well as the core
competencies. Their loss can put at risk the viability or
survivability of the corporation.
One of the thrusts of KM is to protect and enhance these
valuable assets by creating infrastructure and a culture of
knowledge sharing.
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Need for Smart Knowledge
Distribution
Just-in-time knowledge distribution systems
right info + right person + at the right time
Failure or Success must share
Expertise must be shared
Helps to Achieve a best practice
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Knowledge Hoarding
What is knowledge hoarding
Power & reputation
Job security.
Organization Culture
Motivators & Rewards
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Learn To Unlearn
Video
When you should empty your cup.
Old processes and techniques are unreliable and outdated.
Old practices, methods and processes continue to be
inappropriately applied.
Just-in-time knowledge distribution systems deliver the:right information to the right person just in time, so the employee can take action based on that information.Right Information - Relevant and reliable information presented in the best format and the right amount of detail. Right People - Deliver this information to the appropriate individuals, or groups, or devices. Right Time - On a timely basis, and as and when the users need this information.But just-in-time knowledge distribution systems also deliver information in a usable format, it’s useless knowledge if you cant use right away. So the Information must be Processed and Actionable.Failure is equal to Success in terms of its knowledge business value . an organization must share and distribute knowledge from learned lessons, to prevent mistakes in the future.Experts should share their experiences with the rest as well as to design a quality criteria to achieve a best practice.Smart knowledge distribution helps to develop a best practice approach or enhance it.
knowledge hoarding is when someone knows something but is either unwilling to share what they know—or at least disclose the source of their knowledge. In other words, knowledge hoarding is the absence of the word how.Job security:Individual employees who keeps their important knowledge of company procedure and needs to them self instead of sharing.Individual employees closely guard knowledge and insights due to fear of Job security.
When you should empty your cup.Old processes and methods are unreliable and outdated due to new technologies Old practices, methods and processes continue to be inappropriately applied because of the change of organization culture and values or goals.