Sesi 03-km-models

KNOWLEDGE
MANAGEMENT
MODELS
CHAPTER 3
Kimiz Dalkir
2005

OBJECTIVES
1. Understand and explain the various theoritical models of
KM
2. Relate KM framework to stages in KM cycles
19 September 2012 KM Teaching Group - MBTI 2012 2

BASIC PARADIGMS
 Knowledge is subjective, complex, and dynamic
 It need a holistic KM approach
 Need a measurement tools to assess the implementation
progress
 Knowledge should drive innovation on product, service, &
systems

BASIC PARADIGMS
19 September 2012 KM Teaching Group - MBTI 2012
DATA
INFORMATION
KNOWLEDGE
4

BASIC PARADIGMS
3 types of content to managed ;
 Combination of experience, value, contextual information, &
expert point of view, as an evaluation foundation to produce
new experience and information
 Message in the form of document and audio visual
 A collection of objectives fact on an event

BASIC PARADIGMS
 Davenport & Prusak, 1998  knowledge creation take
place between & within human
 Nonaka & Takeuchi, 1995  knowledge is a dynamic
human process of justifying personal belief toward the truth
 Polanyi, 1966  tacit is a personal way of knowledge
construction, affected by emotions
 80/20 rules (80% tacit & 20% explicit)
 Most of our knowledge reside in the mind of the knowers

BASIC PARADIGMS
EXPLICIT Knowledge
 Codified (arrange in a systematic code)
 Formally expressed
 Easy to be acquired, shared, stored, distributed
 Book, audio video, graph, images, database
 Stated using words and algorithm (set of rules to follow)
 Contain a little/small knowledge

BASIC PARADIGMS
TACIT Knowledge
 Difficult to understand
 Difficult to communicate
 Difficult to translate or abstract
 Personally
 Root of all knowledge

BASIC PARADIGMS
19 September 2012 KM Teaching Group - MBTI 2012
TACIT EXPLICIT TACIT
9

KM MODELS
 Choo – Sense making model (1998)
 Von Krogh & Roos – Organizational Epistemology model
(1995)
 Epistemology  investigation of what distinguish justified belief
from opinion
 Nonaka & Takeuchi - Knowledge spiral model (1995)
 Wiig – Build & Use Knowledge (1993)
 Boisot – I-Space model (1998)

KM MODELS – the reason
 Holistic approach to KM
 Already reviewed, critized, discussed extensively
 Implemented & field tested for reliability & validity
 Widest possible perspective of KM

Van KROGH & ROOS
 Distinguish individual & social knowledge
 No knowledge without knower
 Strong need to maintain link between knowledge object &
those who knowledgeable (experts, experience user)
 Cognitive perspective indicate that a cognitive system
(human brain or computer) creates representation (model)
of reality, & learning occurs when it manipulated

Van KROGH & ROOS
 The cognitive epistemology approach
 View organizational knowledge as self-organizing system
 Human transparent from outside information
 The brain is a machine based on logic and deduction
 Organization pick up or search information from environment

Van KROGH & ROOS
 The connectionist approach
 Knowledge is wholeness (brain is not sequentially process)
 Information generated from environment & internally
(familiarity/practice)
 Knowledge reside in the mind of individual & in the connection
among them
 Unbreakable bond between knowledge & those who absorb &
make use of them

Van KROGH & ROOS
Factor that prevent the successful KM ; (p.51)
 Mind-set of individual
 Communication in organization
 Organizational structure
 Relationship between member
 Management of human resources (knowers)
Knowledge Enabling
 Organization activities that positively affect knowledge
creation

NONAKA & TAKEUCHI
 Knowledge forms, sharing, diffusion of knowledge needed
to create or produce innovation
 Study of japanese company key success in innovation base
on/stem from tacit approach
 One-ness of humanity, nature, mind, body, self, other
 Individual involvement with object thru self-involvement &
commitment to create knowledge

NONAKA & TAKEUCHI
Knowledge creation process
 Begin with individual, personnal, & private knowledge
(researcher, manager, worker)
 Translate into valuable, public, organizational knowledge
 Continuously and occurs at all level in organization
 In many cases, happen in unexpected & unplanned way

NONAKA & TAKEUCHI
4 Model of Knowledge Conversion
 Tacit  tacit ; process of socialization
 Tacit  Explicit ; externalization
 Explicit  Explicit ; combination
 Explicit  Tacit ; internalization
The creation of knowledge consist of social process between
individual in which knowledge transformation is not simply
unidirectional, but interactive & spiral

NONAKA & TAKEUCHI

NONAKA & TAKEUCHI
Socialization
 Sharing knowledge thru social interaction
 Discussion, exchange of thought, mentoring
 Informal way (in a coffee shop, paking lot)
 Rarely capture or written formally (remain tacit)
 Easy & effective but limited way to create & share
knowledge
 Example ; knowledge day, brainstorming activitiy
READ THE EXAMPLE IN THE TEXTBOOK – PAGES 54

NONAKA & TAKEUCHI
Externalization
 Convert tacit to explicit (visible form of tacit)
 Need an intermediary to transform knowledge
 Taped, recorded, written, drawn, made tangible
 Need someone (something) that can interprete, extract,
synthesize the idea into a concrete way (format, length,
detail)
 Once the knowledge materialize, the scope increased
 Wider audience can use, understand, & apply it
 Easily share & leveraged
 Example ; journalist
READTHEEXAMPLEINTHETEXTBOOK–
PAGES55

NONAKA & TAKEUCHI
Combination
 Combine pieces of explicit knowlegde into new form
 Trend analysis, executive summary, review, new database
 No new knowledge, just combining, complement
 Concept are sorted & systematized
 Example : preparing lecture material

NONAKA & TAKEUCHI
Internalization
 Diffusing & embedding newly acquired behaviour
 Learning by doing
 Convert or integrate shared or individual experiences into
other individual mental model
 Broaden, extend, reframe within their tacit base
 Understand & learn from experiences, best practise
 People, then do the job differently
 Example : pool of customer complain & how to handling it

NONAKA & TAKEUCHI
Knowledge Spiral
 Knowledge creation is not sequential
 Show how organization articulate, organize, & systematize
individual tacit knowledge
 Continuous activity of knowledge flow, sharing, &
conversion by individual, community, & organization
 Using metaphore, model, & analogy in converting tacit 
explicit  tacit
its strengths is in its simplicity—both in terms of understanding the basic tenets of the
model and in terms of being able to quickly internalize and apply the KM model

CHOO MODEL
 Stress on the importance of sense–making, knowledge
creation, & decision making
 Focus on how information elements are selected and
subsequently fed into organizational actions

CHOO MODEL

CHOO MODEL
Sense Making
 Identify priorities & filter the information
 Construct interpretations by exchange & negotiate
information
 Combine with previous experience

CHOO MODEL
Weick, 2001 :
 Loosely coupled system – human genome
System that can be taken apart/revised without damaging the
entire system
Permit adaptation, evolution, extension
 Tight coupled system – human being
 Sense making consist of 4 integrated process
Ecological change (environtment)
Enactment (construct, rearrange, clarify)
Selection (interpret & rationale changes)
Retention (provide the organization with new experiences)

AUDIENCE PARTICIPATION
 Think for a while
 Pick one of many important experiences in Ur life which
require your decision making skills
 What did you do
 How did you think it over
 What is the reason for Ur decision
 How that decision affect Ur life afterward
 Is it the right or wrong decision?
 What you learned from the situation
 Do U think it’s worth to share as an valuable experience

WIIG MODEL
 In order to be useful & valuable, knowledge must be
organized, depending on what will the knowledge use for
 Dimensions in Wiig model
 Completeness - knowledge sources relevance
 Connectedness – relations between different knowledge object
 Congruency – consistency between knowledge object (no
inconsistency, no misunderstanding)
 Perspective & purpose – know something using dual purpose &
perspective to organize knowledge
 Using semantic network to represent different perspective
of the same knowledge content

WIIG MODEL
 Three level of knowledge
 Public - explicit
 Shared – held by knower & share at work
 Personal – tacit, most complete from, unconciously use in daily
life
 Four types of knowledge
 Factual – data, measurement
 Conceptual – concept & perspective
 Expectational – hypothesis, judgement
 Methodological - reasoning, strategies, dec. making

BOISOT I-SPACE MODEL
 Knowledge concept of an ‘information good’
 What an observer extract from data, based on their expectation
or prior knowledge
 Effective knowledge sharing require sender & receiver
share context & coding scheme
 Propose 2 key points
 More easily data can be structured & converted into information,
more diffusible
Less data that has been so structured requires a shared context
for its diffusion, the more diffusible it becomes

I-Space Model
 Data is structured & understood thru codification &
abstraction
 Codification 
 Arrange into a systematic code
 Creation of content categories
 More categories, less abstract

I-Space Model
 Visualized in 3 dimensions
 Codified – uncodified
• Link to categorization & classification
 Abstract – concrete
• Link to knowledge creation thru analysis & understanding
 Diffused – undiffused
• Link to information access & transfer

Social Learning Cycle
 Scanning
 Problem solving
 Abstraction
 Diffusion
 Absorption
 Impacting

COMPLEX ADAPTIVE SYSTEM
 View organization as an intelligence complex adaptive
system
 A system which can adapt intelligently
 Consist of many independent agents that interact with one
another
 Their combined behaviour gives risesto complex adaptive
phenomena
 Self-organize, no overall authority that direct how the
independent agent act

 Organization that
 Composed of a large number of self-organizing component,
 Seeks to maximize its own specific goals
 Operate according to the rule & contect of relationships with other
component & external world
 Take from environment, transform it into higher value outputs

 Key process in ICAS model
 Understanding
 Creating new ideas
 Solving problems
 Making decisions
 Take action to achieve desired results
 Emphasize on individual knowledge worker with their
competency, capacity, & learning
 Leverage thru multiple networks

8 emergent characteristic
1. Organizational intelligent
2. Shared purpose
3. Selectivity
4. Optimum complexity
5. Permeable boundaries
6. Knowledge centricity
7. Flow
8. Multidimensionality

The emergent characteristic
 Result of nonlinear interactions, synergitic interaction, &
self-organizing system
 Serve to endow the organizations with internal capability to
deal with the future unanticipated environment yet to be
encountered

KNOWLEDGE CREATING/SHARING
 How you prepare your breakfast?
 The best way to take a picture
 How’s your study style
 What is your secret recipe to become a well known student
in the entire campus

CONCLUSION
 KM encompass data, information, & knowledge (tacit &
explicit)
 Model Krogh & Roos used organizational epistemology
approach & emphasize that knowledge resides in the mind
of individual and in relation with others
 Nonaka & Takeuchi focus on knowledge spiral that explain
the transformation of tacit into explicit, then back again to
tacit as the basis of innovation & learning
 Choo & Weick’s sense making approach focus on how
information element fed into organization thru sense
making, knowledge creating, & decision making

CONCLUSION
 Wiig model based on principle in order to be useful &
valuable, knowledge must organize thru semantic network,
that is connected, congruent, & complete, and that has
perspective & purpose
 ICAS view organization as a living entity concern with
independetn existence & survival

SUMBER INFORMASI
 http://www.eknowledgecenter.com/articles/1010/1010.htm
 http://www.ahg.com/absolutely%20knowledge%20management%20s
ystem.htm
 http://www.prescientdigital.com/articles/content-management/content-
management-in-a-knowledge-management-context/
 http://www.lc-stars.com/knowledge.html
 http://peterpaulperez.wordpress.com/2011/04/18/knowledge-
management-in-the-call-center-industry/
 http://www.ugc.edu.hk/tlqpr01/site/abstracts/098_hui.htm
 http://www.ilo.org/public/english/employment/mifacility/activities/knowl
edge.htm

 http://www.hcklab.org/research/knowledgemanagement/tacit-explicit-
knowledge.htm
 http://www.cognitivedesignsolutions.com/KM/ExplicitTacit.htm
 http://serbaserbikm.blogspot.com/2010/07/2-macam-tipe-knowledge-
yaitu.html
 http://www.systems-thinking.org/kmbh/kmbh.htm
 http://www.kmnetwork.com/WhatIsKM.html

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

Sesi 03-km-models

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