Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

KM: Where Has it Been and Where is it Going? - Nancy Dixon

Livres associés

Gratuit avec un essai de 30 jours de Scribd

Tout voir
  • Soyez le premier à commenter

KM: Where Has it Been and Where is it Going? - Nancy Dixon

  1. 1. KM: Where Has it Been and Where is it Going? SIKM December 17 , 2013 Nancy M. Dixon, Common Knowledge Associates www.commonknowledge.org 1 © Common Knowledge Associates 2013
  2. 2. 3 Eras of KM Complexity Idea Management – Leveraging Analytic Knowledge – Web 2.0 • Using collective knowledge to: • address complex Issues • create new knowledge • grow innovation • Enablers: Cognitive diversity, transparency and convening • Processes: Collective sensemaking and crowdsourcing • Opening vertical knowledge exchange for organizational learning Experience Management – Leveraging Tacit Knowledge - www • Communities of practice • Expertise locators • Team/Project learning – before, during, and after • Conversational-based processes Supporting horizontal knowledge sharing for productivity improvement Information Management – Leveraging Expicit Knowledge – Internet • Capturing documents • Best practice repositories • Lessons learned databases Enhancing individual learning for increased employee capability 1995 Collection 2000 2008 Connection 2013 Conversation 2 © © Common Knowledge Associates 2013 2013 Common Knowledge Associates
  3. 3. Assumption About Knowledge Before 1990s Knowledge = Training If each member of the organization is fully trained their combined effort will lead to an effective organization 3 © Common Knowledge Associates 2013
  4. 4. A new way of thinking about Knowledge: “Knowledge is an asset we need to manage” 4 © Common Knowledge Associates 2013 Peter Drucker
  5. 5. 3 Eras of KM Connect people to content Information Management – Leveraging Expicit Knowledge – Internet • Capturing documents • Best practice repositories • Lessons learned databases Enhancing individual learning for increased employee capability 1995 2000 2008 2013 5 © © Common Knowledge Associates 2013 2013 Common Knowledge Associates
  6. 6. se hou re Wa output input Put knowledge where it will be available when and where ever it is needed. 6 © Common Knowledge Associates 2013
  7. 7. Leveraging Explicit Knowledge • Standardization of practices • Reduction in the duplication of effort • The perception that KM yields few results • We’ve only been looking at explicit knowledge. What about the tacit knowledge in peoples’ heads? • Knowledge is not a stable commodity, it 7 changes rapidly © Common Knowledge Associates 2013
  8. 8. 3 Eras of KM Connect people to people Experience Management – Leveraging Tacit Knowledge - www • Communities of practice • Expertise locators • Team/Project learning – before, during, and after • Conversational-based processes Supporting horizontal knowledge sharing for productivity improvement Information Management – Leveraging Expicit Knowledge – Internet • Capturing documents • Best practice repositories • Lessons learned databases Enhancing individual learning for increased employee capability 1995 2000 2008 2013 8 © © Common Knowledge Associates 2013 2013 Common Knowledge Associates
  9. 9. Leveraging Experiential Knowledge The new way of thinking about Knowledge: Critical “know how” is embedded in the minds of those that do the work – those on the frontline 9 © Common Knowledge Associates 2013
  10. 10. Knowledge lives in teams and communities – it is social 10 © Common Knowledge Associates 2013
  11. 11. You have to deal with tacit knowledge in a different way than explicit knowledge 11 © Common Knowledge Associates 2013
  12. 12. Leveraging Experiential Knowledge • Improvement in productivity 23-28% is possible • Greater awareness of what other parts of the organization are doing – reduction in silos • We have only been moving knowledge laterally • We have only been dealing with existing knowledge. What about creating new knowledge? • We have only been addressing “how to” knowledge. What about the difficult problems organizations are facing? 12 © Common Knowledge Associates 2013
  13. 13. 3 Eras of KM Integrating Ideas Idea Management – Leveraging Analytic Knowledge – Web 2.0 • Using collective knowledge to: • address complex Issues • create new knowledge • grow innovation • co-creation • Enablers: Cognitive diversity, transparency and convening • Processes: Collective sensemaking and crowdsourcing • Opening vertical knowledge exchange for organizational learning Experience Management – Leveraging Tacit Knowledge - www • Communities of practice • Expertise locators • Team/Project learning – before, during, and after • Conversational-based processes Supporting horizontal knowledge sharing for productivity improvement Information Management – Leveraging Expicit Knowledge – Internet • Capturing documents • Best practice repositories • Lessons learned databases Enhancing individual learning for increased employee capability 1995 Collection 2000 2008 Connection 2013 Conversation 13 © © Common Knowledge Associates 2013 2013 Common Knowledge Associates
  14. 14. 14 © Common Knowledge Associates 2013
  15. 15. The new way of thinking about Knowledge • Leaders convene the conversations but do not control the content or outcome • New knowledge/innovation is created through the intersection of ideas from different disciplines • No single person, no matter how intelligent or highly placed, is smart enough to deal with the wicked/complex problems organizations now face • Knowledge workers who are involved in doing the work have insight into how to construct a solution to the problems © Common Knowledge Associates 2013 15
  16. 16. Collective Sensemaking Collective Sensemaking is a conversational event where people intentionally come together for the purpose of using their varied perspectives and cognitive abilities to make sense of an issue or problem they are mutually facing. 16 © Common Knowledge Associates 2013
  17. 17. The power of the leader to address adaptive challenges does not lie in inventing solutions, rather it lies in using leadership authority to convene the conversations. Ron Heifetz 17 © Common Knowledge Associates 2013
  18. 18. 3 Eras of KM • Where is knowledge located Develop ways to create it Enough confidence to act on then learn from the experience Convene groups Intersection between disciplines • Whose knowledge is critical Collective as a sensemaking body • Source of Knowledge Sensemaking capacity of unit • What is KM’s task • How validity is determined • How to move knowledge • What is KM’s task Develop ways to share it • How validity is determined Demonstrated through experience • How to move knowledge • Where is knowledge located Connect People Teams and projects • Whose knowledge is critical Knowledge workers • Source of Knowledge Tacit Knowledge in the minds of people • What is KM’s task Develop ways to make it easy to find • How validity is determined Scientific, authorized, vetted • How to move knowledge • Where is knowledge located Dissemination & search Individuals • Whose knowledge is critical Experts and high level managers • Source of Knowledge Documents 1995 2000 2008 What else has changed? © Common Knowledge Associates 2013 2013 18
  19. 19. 3 Eras of KM Complexity Idea Management – Leveraging Analytic Knowledge – Web 2.0 • Using collective knowledge to: • address complex Issues • create new knowledge • grow innovation • co-creation • Enablers: Cognitive diversity, transparency and convening • Processes: Collective sensemaking and crowdsourcing • Opening vertical knowledge exchange for organizational learning Experience Management – Leveraging Tacit Knowledge - www • Communities of practice • Expertise locators • Team/Project learning – before, during, and after • Conversational-based processes Supporting horizontal knowledge sharing for productivity improvement Information Management – Leveraging Expicit Knowledge – Internet • Capturing documents • Best practice repositories • Lessons learned databases Enhancing individual learning for increased employee capability 1995 Collection 2000 2008 Connection 2013 Conversation 19 © Common Knowledge Associates 2013
  20. 20. Nancy Dixon Common Knowledge Associates nancydixon@commonknowledge.org commonknowledge.org nancydixonblog.com 20 © Common Knowledge Associates 2013

×