Rangkuman Kedelapan KM Tools Culture-Kimiz Dalkir

Chapter VIII

Knowledge Management Tools

Bab ini memberikan ikhtisar tentang alat KM, yang terlalu sering diperlakukan sebagai kotak hitam (yaitu, data masuk dan pengetahuan ajaib keluar ujung yang lain). Implementasi manajemen Pengetahuan memerlukan berbagai alat yang cukup beragam yang ikut berperan sepanjang siklus KM. Teknologi digunakan untuk memfasilitasi terutama komunikasi, kolaborasi, dan manajemen konten untuk menangkap pengetahuan yang lebih baik, berbagi, diseminasi, dan aplikasi. Kategori utama dari alat KM disajikan, sebagai yang alat baru sedang dikembangkan dengan pesat.

KNOWLEDGE CAPTURE AND CREATION TOOLS

Content Creation Tools

Data Mining and Knowledge Discovery

Typical applications of data mining and knowledge discovery systems include market segmentation, customer profiling, fraud detection, evaluation of retail promotions, credit risk analysis, and market basket analysis (as described in the following vignette).

Using a combination of machine learning, statistical analysis, modeling techniques, and database technology, data mining detects hidden patterns and subtle relationships in data and infers rules that allow the prediction of future results.

 

Blogs

A blog is a slang term for a web log. For the uninitiated, a web log is a popular and fairly personal content form on the Internet. A person’s web log is much like an open diary. It chronicles what a person wants to share with the world on an almost daily basis (Blood, 2002; see also http://www. rebeccablood.net/).

Content Management Tools

Content management refers to the management of valuable content throughout the useful lifespan of the content. Content lifespan will typically begin with content creation, handle multiple changes and updates, merging, summarization, and other repackaging, and will typically end with archiving. Metadata (information about the content) is used to better manage content throughout its useful lifespan.

KNOWLEDGE SHARING AND DISSEMINATION TOOLS

Groupware and Collaboration Tools

Coleman (1997) developed a taxonomy of groupware that lists 12 different categories:

1. Electronic mail and messaging

2. Group calendaring and scheduling

3. Electronic meeting systems

4. Desktop video, real-time synchronous conferencing

5. Non-real-time asynchronous conferencing

6. Group document handling

7. Workflow

8. Workgroup utilities and development tools

9. Groupware services

10. Groupware and KM frameworks

11. Groupware applications

12. Collaborative Internet-based applications and products

Wikis

Wikis are web-based software that supports concepts such as open editing, which allows multiple users to create and edit content on a website (for more information, see http://en.wikipedia.org/wiki/Wiki). A wiki site grows and changes at the will of the participants. People can add and edit pages at will, using a Word-like screen, without knowing any programming or HTML commands. More specifically, a wiki is composed of web pages where people input information and then create hyperlinks to another page or new pages for more details about a particular topic. Anyone can edit any page and add, delete, or

correct information.

Networking Technologies

Networking technologies consist of intranets (intraorganizational network), extranets (interorganizational network), knowledge repositories, knowledge portals, and web-based shared workspaces. Liebowitz and Beckman (1998) define knowledge repositories as an online computer-based storehouse of expertise, knowledge, experiences, and documentation about a particular domain of expertise. In creating a knowledge repository, knowledge is collected, summarized, and integrated across sources.

Davenport and Prusak (1998) describe three types of knowledge repositories:

1. External knowledge repositories (such as competitive intelligence).
2. Structured internal knowledge repositories (such as research reports and product-oriented market material).
3. Informal internal knowledge repositories (such as “lessons learned”).

A knowledge repository differs from a data warehouse and an information repository primarily in the nature of the content that is stored. Knowledge content will typically consist of contextual, subjective, and fairly pragmatic content.

KNOWLEDGE ACQUISITION AND APPLICATION TOOLS

A number of technologies play an important role in how successful knowledge workers are in acquiring (i.e., understanding) and applying (i.e., making use of) knowledge content that is made available to them by the organization. E-learning systems provide support for learning, comprehension, and better understanding of the new knowledge to be acquired.

Intelligent Filtering Tools

Intelligent Agents can generally be defined as software programs that assist their user and act on his or her behalf: a computer program that helps you in newsgathering, acts autonomously and on its own initiative, has intelligence and can learn, improving its performance in executing its tasks (Woolridge and Jennings, 1995).

1.      Watcher Agents: look for specific information.

2.      Learning Agents: tailor to an individual’s preferences by learning from the user’s past behavior.

3.      Shopping Agents: compare “the best price for an item.”

4.      Information Retrieval Agents: help the user to “search for information in an intelligent fashion.”

5.      Helper Agents: perform tasks autonomously without human interaction.

Adaptive Technologies

Adaptive technologies are used to better target content to a specific knowledge worker or to a specific group of knowledge workers who share common work needs.

STRATEGIC IMPLICATIONS OF KM TOOLS AND TECHNIQUES

A number of the techniques presented here address the phenomenon of

emergence that can help discover existing valuable knowledge, experts, communities

of practice, and other valuable intellectual assets that exist within an

organization. Once this is done, the intellectual assets can be better accessed,

leveraged, and employed. The KM tools and techniques have an important

enabling role in ensuring the success of KM applications.

PRACTICAL IMPLICATIONS OF KM TOOLS AND TECHNIQUES

Number of techniques and tools, though never having been specifically developed for or targeted to KM applications, have proven to be quite useful.

Rangkuman Ketujuh Role Organization Culture-Kimiz Dalkir

Chapter VII

The Role Of Organizational Culture

Didalam bab ini akan membahas peran yang dilakukan oleh budaya organisasi lebih terinci. Berbagai jenis budaya organisasi dijelaskan dengan maksud untuk lebih memahami dimensi kunci dari microcultures berbeda yang berkembang dalam rganisasi. Penggerak budaya dan hambatan untuk berbagi pengetahuan disajikan, bersama-sama dengan diskusi tentang bagaimana lembaga yang diinginkan perubahan organisasi untuk lebih mengakomodasi manajemen pengetahuan. Akhirnya, sifat angka panjang dari dimensi budaya organisasi ditujukan dengan menghadirkan model utama kematangan organisasi dan KM.

Apa itu kultur organisasi?

Suatu pola pikiran, kebiasaan, dan perilaku yang diciptakan oleh suatu kelompok tetentu yang kemudian di kembangkan dan diterapkan di dalam suatu organisasi. Sebuah nilai yang dipegang oleh orang orang dalam organisasi tersebut dan merupakan pembeda dari organisasi lainnya.

Kenapa penting membelajarinya?

Karena didalam kultur tersebut itulah kita belajar adaptasi lingkungan baru yang ada di dalam organisasi, sehingga apa yang kita kerjakan sesuai dengan apa yang di inginkan dalam organisasi tersebut dan sebagai pembeda dari organisasi lainya

Perbedaan kultur organisasi biasanya akan dipengaruhi dari 7 karakteristik perusahaan.

• Innovation and risk taking. Perusahaan seperti Apple Computer, yang sangat menggemari hal hal baru, akan mendorong karyawannnya untuk berani berinovasi dan mengambil resiko.
• Attention to detail. Perusahaan yang sangat memperhatikan detail (misal bank) akan memaksa karyawannya untuk tidak melakukan kesalahan sekecil apapun.
• Outcomes Orientation. Tipikal perusahaan yang berorientasi pada hasil, tidak terlalu memperdulikan bagaimana teknis dan proses pelaksanaan, asalkan hasil yang didapat sesuai dengan target.
• People Orientation. Perusahaan akan memikirkan efek terhadap karyawannya ketika akan mengambil keputusan.
• Team Orientation. Perusahaan yang mengutamakan kerjasama team (misal team sepakbola) akan membangun kultur yang mendukung kerjasama team. Besar kemungkinan mereka akan sering melakukan acara team building.
• Aggresiveness. Perusahaan seperti ini akan mendorong karyawannya untuk bersikap agresif dan berjiwa kompetitif daripada bersantai santai ria.
• Stability. Perusahaan yang menjunjung stabilitas (seperti Kompas Gramedia), cenderung akan bersikap sangat konservatif dan tidak akan mendorong karyawannya untuk sering menelurkan ide ide baru. Karyawan hanya dituntut untuk mengikuti pattern yang sudah terbentuk.

Apa Fungsi Kultur Organisasi?

·         Pembeda dari organisasi lainnya.

·         Identitas karyawan sebuah perusahaan.

·         Komitmen karyawan diatas kepentingan bersama.

·         Perekat sosial dengan menyediakan standar apa yang karyawan harus lakukan dan katakan.

·         Mekanisme kontrol yang membentuk perilaku karyawan.

Hambatan atau Kekurangan dari Kultur Organisasi antara lain:

Barrier to change. Kultur yang sudah mengakar akan sulit untuk diubah. Terkadang kultur perusahaan harus diganti jika ingin mengikuti perkembangan jaman supaya tetap mampu berkompetisi. Kultur seperti apa yang ada di pikiran kamu ketika kamu mendengar kata “PERTAMINA” ? Nah, ketika pintu persaingan dibuka (dengan masuknya pemain lain seperti Shell, Petronas, dll) maka mau ga mau kultur pertamina harus diubah. Perubahan biasanya tidak akan mudah dilakukan.
Barrier to diversity. Kultur akan mengakibatkan karyawan memiliki kecenderungan yang sama dalam bertingkah laku dan berkata. Ketika ada orang lain yang tidak berlaku seperti kebanyakan karyawan, maka orang tersebut akan terisolasi. Keterisolasiannya akan menekan orang tersebut, sehingga dia tidak akan mampu mengeluarkan kemampuannya yang terbaik. Bayangkan seorang yang ceria dan ramai (sangat sanguin) masuk ke dalam lingkungan kraton yang sangat kaku. Mendiang Lady Di sering tertangkap ketiduran (atau bosan) dengan segala kegiatan di Buckingham Palace.
Barrier to Acquisition and Mergers. Ada kalanya perusahaan akan terkena akuisisi ataupun dimerger dengan perusahaan lain. Nah kalo kultur di dua perusahaan tersebut berbeda, maka akan terjadi benturan yang memungkinkan gejolak.

DIFFERENT TYPES OF CULTURES

1. A communal culture can give its members a sense of belonging, though it also is task-driven. Leaders of this culture are usually very inspirational and charismatic. The major negative is that they often exert too much influence and other members are rarely vocal.

2. In a networked culture, members are treated as friends and family. People have close contact with each other and love each other. They are willing to help each other and share information. The disadvantage of this culture is that people are so kind to each other that they are reluctant to point out and criticize the poor performance.

3. A mercenary culture focuses on strict goals. Members are expected to meet the goals and to get the job done quickly. Since everyone focuses on goals and objectivity, there is little room for political cliques. The negative is that those with poor performance may be treated inhumanely.

4. In a fragmented culture, the sense of belonging to and identification with the organization is usually very weak. The individualists constitute the organizations, and their commitment is given first to individual members and task work. The downside is that there is a lack of  operation.

 

ORGANIZATIONAL CULTURE ANALYSIS

CULTURE AT THE FOUNDATION OF KM

In summary, organizational culture

·         Establishes a set of roles (social identities).

·         Establishes a set of role expectations (traits, competencies, and values) associated

·         with each identity.

·         Establishes the status or value/worth to the reference group of each social identity.

·         Provides values, cognitive schema, and mental models to influence how individuals behave with respect to the various groups or communities they find themselves a member of (microculture), as well as with respect to the organizational culture as a whole.

CULTURAL TRANSFORMATION TO A KNOWLEDGE-SHARING CULTURE

·         Having knowledge journalists begin interviewing key people to document projects, best practices, lessons learned, and good stories.

·         Instituting KM get-togethers, which could be breakfasts, lunch and learn sessions, or any type of informal gathering to help people get to know one another, sometimes with thematic talks and showing managerial support.

·         Producing newsletters to publicize KM initiatives and celebrate good role models.

·         Launching KM pilot projects, such as expertise location systems and intranets with space devoted to different communities of practice.

·         Changing performance evaluation criteria to reflect and assess knowledgesharing ompetencies and accomplishments.

·         Censuring knowledge hoarders and rewarding effective knowledge sharers.

·         Redesigning workplaces to allow for gathering places (e.g., Cotter, 2000; hiem, 2001; Gladwell, 2000).

ORGANIZATIONAL MATURITY MODELS

2.       Paulk organizational maturity : Represents the adoption of a new technology or process within an organization, which is a very good match for the introduction of new KM functions.

3.       Fujitsu organizational maturity:  Provides a fast and easy way of assessing how cohesive or pervasive a culture is within a given organization, which can provide valuable guidance either in selecting pilot KM sites, if the organization

4.       is in the earlier stages, or in focusing on closely aligning KM with the overall business strategy.

5.       Infosys KM: A model that is much more specific and allows diagnosis of specific KM behaviors, such as content

6.       capture, knowledge sharing, and KM metrics. Greater specificity allows for more refined targeting of priority KM initiatives.

7.       Paulzen and Perc KPQM: The KPQM is quite similar to the Infosys KM model and also allows for incremental introduction of KM initiatives into an organization based on the phase of KM maturity.

8.       Forrester Group KM maturity: A model that focuses on how employees acquire model relevant content, which is particularly well suited for an incremental introduction of knowledge support services within an organization.

9.       Wenger CoP life-cycle model: The CoP life-cycle model can also provide a good indicator of the cultural evolution of an organization, particularly as it pertains to the coalescing of informal networks of peers who regularly share valuable knowledge with one another. The CoP life-cycle model can also help identify key KM roles and responsibilities that should be introduced at each phase.

 

STRATEGIC IMPLICATIONS OF ORGANIZATIONAL CULTURE

1. Clearly define desired cultural outcomes.

2. Assess the current cultural state.

3. Diagnose the existing culture with respect to desired knowledge-sharing

behaviors.

4. Assess tolerance to change.

5. Identify change enablers and barriers.

6. Assess the maturity level of KM within the organization.

7. Identify KM enablers and barriers.

8. Conduct a gap analysis to yield a map on how to get from where the

organization is currently to where it would like to be culturally.

PRACTICAL IMPLICATIONS OF ORGANIZATIONAL CULTURE

Cultural Barrier

o        Lack of time and meeting places

o        Status and rewards to knowledgeowners

o        Lack of absorptive capacityNot-invented-here syndrome

o        Intolerance of mistakes and needfor help, lack of trust

o        Lack of common language (not just English vs. Spanish but engineer-speak vs. manager-speak)

Possible Solution

o        Hold seminars and e-meetings; redesign physicalworkspaces.

o        Establish incentives and include them inperformance evaluations, develop role models.

o        Hire for openness, educate current workforce.

o        Use nonhierarchical approach based on quality of ideas and not status of source.

o        Accept and reward creativity and collaborationand ensure there is no loss of status for not knowing everything.

o        Establish a knowledge taxonomy and knowledge dictionary for knowledge content, standard formats, translators, metadata, knowledge support staff.

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.

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.

Rangkuman Keempat Capture n Codification-Kimiz Dalkir

Chapter IV

Knowledge Capture And Codification

Dalam menangkap sebuah pengetahuan, perbedaan harus diciptakan antara menangkap atau identifikasi pengetahuan yang ada dan penciptaan pengetahuan baru. Dalam kebanyakan organisasi, pengetahuan eksplisit  belum atau sudah diidentifikasi dan kode pengetahuan biasanya hanya mewakili sebagian ujung gunung es.

Pengetahuan yang sudah didapat  itu bisa menangkap hampir seluruh host kegiatan, dari pengorganisasian, rincian informasi pelanggan ke dalam database tunggal untuk membuat sebuah program yang digunakan untuk mentoring.

TACIT KNOWLEDGE CAPTURE

In KM, this knowledge creation or capture may be done by individuals who work for the organization or a group within that organization, by all members of a community of practice (CoP), or by a dedicated CoP individual. It is really done on a personal level as well, for almost everyone performs some knowledge creation, capture, and codification activities in carrying out their job. Cope (2000) refers to this as PKM (personalized KM).

A number of other techniques may be used to capture tacit knowledge from individuals and from groups, including:

·         Ad hoc sessions.

·         Road maps.

·         Learning histories.

·         Action learning.

·         E-learning.

·         Learning from others through business guest speakers and benchmarking against best practices.

The learning history process consists of : (1) planning, (2) reflective interviews,(3) distillation, (4) writing, (5) validation, and (6) dissemination.

EXPLICIT KNOWLEDGE CODIFICATION

Pengetahuan dapat dibagi melalui komunikasi pribadi dan interaksi, seperti yang kita pelajari di kuadran pertama, sosialisasi, dari Nonaka dan Takeuchi model KM.

Ada 4 Konsep Penting yang mewakili Kodifikasi Pengatahuan Eksplisit:

·         Cognitive or concept map (Kerangka Konsep)

·         Decision tree (Kerangka Keputusan)

·         Manual knowledge taxonomy (Pengetahuan Taksonomi Secara Manual)

·         Automated knowledge taxonomy (Pengetahuan Taksonomi Secara Otomatis)

STRATEGIC IMPLICATIONS OF KNOWLEDGE CAPTURE AND CODIFICATION

Kuncinya ada komunikasi di antara karyawan atau staff

Disamping itu ada beberapa strategi lainya yaitu:

o        Set up a knowledge profile for all critical workers.

o        Foster mentoring relationships.

o        Encourage communities of practice.

o        Ensure that knowledge sharing is rewarded.

o        Protect people’s privacy.

o        Create a bridge to organizational memory for long-term retention of the valuable content.

PRACTICAL IMPLICATIONS OF KNOWLEDGE CAPTURE AND CODIFICATION

Knowledge continuity management is about communication (Field, 2003)—employees need to understand just what it is that they know, that others need to know, and why this content needs to be shared with their peers.

1.      Acknowledge knowledge contributors.

2.      Remember to forget.

3.      Don’t spill any knowledge during transfer.

4.      Remember the paradox of knowledge value.