Rangkuman Keenam Knowledge Aplication-Kimiz Dalkir

Chapter VI

Knowledge Application

Di dalam bab ini kita akan mempelajari bagaimana memahami pengguna dan tugas pendekatan pemodelan dapat membantu mempromosikan pengetahuan yang efektif yang digunakan pada kelompok, individu, dan tingkat organisasi. Menjelaskan bagaimana arsitektur pengetahuan organisasi manajemen dirancang. Menentukan pembelajaran organisasi dan menggambarkan hubungan antara individu dan organisasi belajar. Membandingkan pembelajaran dan pengertian dengan internalisasi
pengetahuan. Mengumpulkan perbedaan pengetahuan teknologi yang dapat membantu pengguna untuk menerapkan pengetahuan tersebut kedalam praktek.

KNOWLEDGE APPLICATION AT THE INDIVIDUAL LEVEL

Individual differences play a major role in knowledge-sharing behaviors (Hicks and Tochtermann, 2001). Knowledge workers vary with respect to their familiarity with the subject matter and their personality and cognitive styles. Cohen and Levinthal (1990) found that sharing is more likely to occur when a foundation of prior relevant knowledge exists.

Characteristics of the individual who is seeking to apply or reuse knowledge are likely to play a role in how effective he or she is at finding, understanding, and making use of organizational knowledge. Individual characteristics may include, for example, personality style, their preferences regarding how individuals best learn, how they prefer to receive their information, as well as how they can best be helped to put the knowledge to work.

Bloom’s Taxonomy of Learning Objectives

Bloom (1956) divided knowledge into a hierarchical scheme that distinguishes

between psychomotor skills, the affective domain (e.g., attitudes), and the cognitive domain (e.g., knowledge). The cognitive domain is more commonly used, although attitudinal changes are often required in knowledge management too. Bloom emphasizes that learning is hierarchical, with learning (objectives) at the highest level dependent on the achievement of lower-level knowledge and skills first.

Task Analysis and Modeling

Task analysis studies what knowledge workers must do with respect to specific actions to be taken and/or cognitive processes that must be called upon to achieve a particular task (e.g., Preece et al., 1994).

The task decomposition can be carried out using the following stages:

1. Identify the task to be analyzed.

2. Break this down into four to eight subtasks. These subtasks should be specified in terms of objectives and, between them, should cover the whole area of interest.

3. Draw the subtasks as a layered diagram ensuring that it is complete.

4. Decide upon the level of detail into which to decompose. Making a conscious decision at this stage will ensure that all the subtask decompositions are treated consistently. It may be decided that the decomposition should continue until flows are more easily represented as a task flow diagram.

5. Continue the decomposition process, ensuring that the decompositions and numbering are consistent. It is usually helpful to produce a written account as well as the decomposition diagram.

6. Present the analysis to someone else who has not been involved in the decomposition but who knows the tasks well enough to check for consistency.

EPSS

Electronic Performance Support Systems, Gery (1991) defined EPSS as an integrated electronic environment that is available to and easily accessible by each employee and is structured to provide immediate, individualized online access to the full range of information, software, guidance, advice and assistance, data, images, tools, and assessment and monitoring

systems to permit job performance with minimal support and intervention by others.

KNOWLEDGE APPLICATION AT GROUP AND ORGANIZATIONAL LEVELS

Knowledge management systems (KMSs) are tools aimed at supporting knowledge management. They evolved from information management tools that integrated many aspects of computer-supported collaborative work (CSCW) environments with information and document management systems (Ganesan, Edmonds, and Spector, 2001; Greif, 1988; Kling, 1991). Key characteristics of a KMS are support for:

1. Communication among various users.

2. Coordination of users’ activities.

3. Collaboration among user groups on the creation, modification, and dissemination of artifacts and products.

4. Control processes to ensure integrity and to track the progress of projects.

A KMS provides support for many information functions, including:

·         Acquiring and indexing, capturing, and archiving.

·         Finding and accessing.

·         Creating and annotating.

·         Combining, collating, and modifying.

·         Tracking. (See Edmonds and Pusch, 2002.)

Knowledge Reuse

Reusing knowledge involves recall and recognition, as well as actually applying the knowledge, if we use Bloom’s taxonomy. Reusing knowledge typically begins with the formulation of a search question. It is here that expert–novice differences quickly become apparent, as experts know the right questions to ask.

The four reuse situations are:

1. Shared work producers, who produce knowledge they later reuse.

2. Shared work practitioners, who reuse each others’ knowledge contributions.

3. Expertise-seeking novices.

4. Secondary knowledge miners.

STRATEGIC IMPLICATIONS OF KNOWLEDGE APPLICATION

Knowledge application implies that employees in an organization can quickly find answers to the following types of questions:

·         What have we already written or published on this topic?

·         Who are the experts in this area, and how can I contact them?

·         Have any of our partners, contacts, and clients addressed these issues?

·         What sources did we use to prepare the publications on this topic?

·         What are the best websites or internal databases to find more information?

·         How can I add my own experience in applying this particular piece of knowledge?

PRACTICAL IMPLICATIONS OF KNOWLEDGE APPLICATION

At a minimum,

o        Create an organizational knowledge base to house the intellectual assets.

o        Create a corporate yellow pages so that knowledge workers can find out who is knowledgeable in which areas of expertise.

o        Capture best practices and lessons learned and make them available to all others in the organization via the knowledge base.

o        Empower a Chief Knowledge Officer to develop and implement a KM strategy for the organization.

o        Ensure that the organizational culture will help facilitate the key phases required for the KM cycle (to capture, create, share, disseminate, acquire, and apply valuable knowledge).

Knowledge application is far more likely to succeed if the type of content that is being made available can “hit the ground running.” In other words, it is not just a repository of “stuff” but chunks of executable knowledge. The knowledge nuggets should always include tacit and contextual knowledge of when this should be used, where it can and cannot be applied, why and why not, and the ground truth or knowledge of how things really work and what is required for successful performance.