1. KNOWLEDGE
MANAGEMENT

2. • All people have knowledge.
• Some of them have wisdom.
• Data and information.
• Data with meaning becomes information.
• Information with belief becomes the
knowledge.

3. • Managing a process that links data,
through information and
knowledge, to action and that
results in learning.
• The output is action and the
outcome of action is learning.

4. LEARNING
ORGANISATION

5. • According to Peter Senge; learning
organizations are organizations where people
continually expand their capacity to create
the results they truly desire, where new and
expansive patterns of thinking are nurtured ,
where collective aspiration is set free, and
where people are continually learning to see
the whole together.

6. • Should be flexible , productive and adaptive.
• Discover how to tap peoples commitment and
capacity.
• People lack some tools and guiding ideas to
understand the situation.
• Requires a shift of minds of members.
Adaptive learning is important more than
survival learning
Adaptive learning should be joined with
generative learning.

7. Dimensions / Components
• Systems thinking
• Personal mastery
• Mental models
• Building shared vision
• Team learning

8. Systems thinking
Personal Mental
mastery models
Building Team
shared learning
vision
Systems thinking

9. Systems thinking
• Conceptual cornerstone of this approach.
• It is the discipline that integrates the others
fusing them into a coherent body of theory and
practice.
• The ability to understand and address the whole
and examine the inter relationship between the
parts provides, both incentives and means to
integrate the disciplines

10. • Focuses more on parts than on group.
• Fails to see organization as a dynamic process.
• Looks towards the actions that produce a
solution for improvements in the short time
span.
• The key aspect of systems is the extend to
which they inevitably involve delays.
• Systems viewpoint is genarally longterm.

11. Personal mastery
• Organizations learns through individuals.
• It is a discipline of continuously clarifying and
deepening our personal vision, of focusing our
energies, of developing patience and of seeing
reality objectively.
• It goes beyond skills, and competencies.
• High personal mastery live in continual learning
mode.

12. • It is a process
• It is a lifelong discipline.

13. Mental models
• Deeply ingrained assumptions generalisations, picture
and even images.
• The discipline of mental models starts with turning the
mirror inward., and learning to unearth our internal
pictures to the surface and hold them rigorously to
scrutiny
• helps to develop new skills and new orientations that
foster the change.
• It fosters openness.

14. Building shared vision
• Holding the vision which the organization was
carrying since a long before.
• It’s the clear picture of the future they seek to
create.
• Encourages experimentation and innovation.
• Long-term.
• Increased clarity, enthusiasm and
commitment .

15. Team learning.
• Process of aligning and developing the capacities of a
team to create the results its members truly desire.
• Members will grow and good results for the
organization.
• Capacity of members of a team to suspend
assumptions and enter into a genuine “thinking
together”.
• How to learn the interaction in teams.

16. Knowledge sources and Documentation
• Can be classified as:
– Structured
– Unstructured
Structured
– Knowledge from structured data and information
sources like database.
– Refers to the codified forms.
Unstructured
– Sources like text documents, graphics,
presentations, websites and tactic knowledge.

17. THANK YOU