Rangkuman Kelima Knowledge Sharing n CoP-Kimiz Dalkir

Chapter V

Knowledge Sharing And Communities of Practices

Once knowledge has been captured and codified, it needs to be shared and disseminated throughout the organization

As we saw in Chapter 4, information-based approaches focus primarily on knowledge capture and codification. The information-based approach tends to emphasize explicit knowledge rather than tacit and favors the externalization objective.

THE SOCIAL NATURE OF KNOWLEDGE

Knowledge management needs to view knowledge as something that is actively constructed in a social setting (McDermott, 2000). Group membersproduce knowledge by their interactions, and a group memory is created.Social constructivism views knowledge not as an objective entity but as a subjective, social artifact (Berger and Luckmann, 1966).

SOCIOGRAMS AND SOCIAL NETWORK ANALYSIS

Social network analysis (SNA) is the mapping and measuring of relationships and flows between people, groups, organizations, computers, or other information/knowledge processing entities (Krebs, 2000). SNA can map and measure relationships and flows between people, groups, organizations, computers, or other information/knowledge processing entities.

 

Key stages of the process will typically include:

• Identifying the network of people to be analyzed (e.g., team, workgroup, department).
• Clarifying objectives and formulating hypotheses and questions.
• Developing the survey methodology and designing the questionnaire.
• Surveying the individuals in the network to identify the relationships and knowledge flows between them.

• Using a software mapping tool to visually map out the network.
• Analyzing the map and the problems and opportunities highlighted using interviews and/or workshops.
• Designing and implementing actions to bring about desired changes.
• Mapping the network again after a suitable period of time.

o        It is important to know what information you need to gather in order to build a relevant picture of your group or network.

o        Good survey design and questionnaire design are therefore key considerations.

Questions will be typically based on factors such as:

Ø      Who knows who and how well?

Ø      How well do people know each other’s knowledge and skills?

Ø      Who or what gives people information about xyz?

Ø      What resources do people use to find information/feedback/ideas/advice about xyz?

Ø      What resources do people use to share information about xyz?

KNOWLEDGE-SHARING COMMUNITIES

Although technology is a feature of some communities, technological means of interacting are not a necessary component of communities. Technology comes into play when members are more dispersed and when they have fewer occasions to meet face to face. The critical components of a community lie in the sharing of common work problems between members, a membership that sees the clear benefits of sharing knowledge among themselves and that has developed norms of trust, reciprocity, and cooperation.

Types of Communities

All communities share some basic characteristics, regardless of the type of community. Wenger (1998) identifies these characteristics as joint enterprise, mutual engagement, and shared repertoire (see Figure 5-6).

 

There are many types of CoPs, and they are typically defined as a function of some common focal points such as:

• A profession such as engineering, law, or medicine.
• A work-related function or process such as production, distribution, marketing, sales, and customer service.
• A recurring, nagging problem situated in a process or function.
• A topic such as technology, knowledge retention, or innovation.
• An industry such as automotive, banking, or healthcare.

Roles and Responsibilities in CoPs

The major CoP roles include a champion, a sponsor, a facilitator, a practice leader, a knowledge service center or office (KSO), and members. The champion ensures support at the highest possible level, communicates the purpose, promotes the community, and ensures impact. The sponsor serves as the bridge between the CoP and the rest of the formal organization, communicates the company’s support for a CoP, and may remove barriers such as time, funding, and other resources. The sponsor is instrumental in establishing the mission and expected outcomes for the community. Community members are recruited for their expertise relevant to the practice or strategic services. They are there to better share knowledge, know-how, and best practices that will benefit the business through active participation.

CoP facilitators have perhaps the most demanding role.

CoP knowledge services are information/knowledge integrators who serve to interface with all CoPs to ensure clarity and lack of duplication of the information disseminated within and from the CoPs.

OBSTACLES TO KNOWLEDGE SHARING

A number of obstacles can hinder knowledge sharing within organizations.

Chief among these obstacles is the notion that knowledge is property and ownership is very important. One of the best ways to counteract this notion is to reassure individuals that authorship and attribution will be maintained. In other words, they will not lose the credit for a knowledge product they created. Maintaining the connection between knowledge and the people who are knowledgeable about it is paramount in any knowledge management system.

There is a prevalent notion of knowledge as power. The more that information is shared between individuals, the more opportunities for knowledge creation occur.

The Undernet

The undernet is often referred to as KM’s dirty little secret: however much you invest in high-tech knowledge banks, employees in search of an answer tend to make their first port of call the folks they know from the water cooler.

ORGANIZATIONAL LEARNING AND SOCIAL CAPITAL

Human capital refers to a person’s education, skills, and background necessary to be productive in an organization or profession.

Social capital has been coined to refer to the institutions, relationships, and norms that shape the quality and quantity of an organization’s social interactions

Measuring the Value of Social Capital

Organizations have begun to implement a large number of communities of practice in hopes of achieving such benefits as:

·         Building loyalty and commitment among stakeholders.

·         Promoting innovation through better sharing of best practices.

·         Improving efficiency of processes.

·         Generating greater revenue and revenue growth.

·         Decreasing employee turnover and attrition.

STRATEGIC IMPLICATIONS OF KNOWLEDGE SHARING

Some of the strategically important benefits of knowledge sharing include:

o        Connecting professionals across platforms, across distances.

o        Standardizing professional practices.

o        Avoiding mistakes.

o        Leveraging best practices.

o        Reducing time to talent.

o        Building reputation.

o        Taking on stewardship for strategic capabilities.

PRACTICAL IMPLICATIONS OF KNOWLEDGE SHARING

It is important that knowledge-sharing interactions be maintained at a professional level at all times and that all members of a virtual network be aware of and agree to adhere to a professional code of ethics, both online and offline.