Rangkuman Ketiga Model KM-Kimiz Dalkir

Chapter III

Knowledge Management Model

KM  dengan pendekatan yang lebih holistik untuk telah menjadi diperlukan sebagai subjektif yang kompleks dan pengetahuan yang alami yang nantinya akan menjadi informasi yang lebih diperlukan.

 Budaya dan pengaruh kontekstual akan semakin meningkatkan kompleksitas yang terlibat di dalam KM, dan faktor ini juga harus diperhitungkan dalam suatu model atau kerangka yang nantinya bisa memberi hasil yang tepat dan menjelaskan kunci di dalam model tersebut.

Di dalam Chapter 1, Davenport dan Prusak (1998, hal 2) memberikan perbedaan arti antara data, informasi dan pengetahuan yaitu:

Data: Fakta-fakta yang objektif tentang sebuah kejadian

Informasi: Sebuah pesan, biasanya dalam bentuk dokumen atau terdengar atau terlihat
komunikasi.

Pengetahuan: Gabungan dari berbagai pengalaman, nilai, informasi kontekstual,
dan wawasan ahli yang memberikan kerangka untuk mengevaluasi dan menggabungkan
pengalaman baru  dan informasi. Ini berasal dan diterapkan dalam pikiran masing-masing individu. Dalam sebuah organisasi, sering menjadi terolah tidak hanya dalam bentuk dokumen atau repositori tetapi juga dalam organisasi rutinitas, proses, praktik, dan norma.

MAJOR THEORETICAL KM MODELS

Memiliki karateristik:

1. Sesuatu yang telah mewakili pendekatan holistik untuk manajemen pengetahuan (yaitu, mereka yang komprehensif dan mempertimbangkan pertimbangan orang, proses, organisasi, dan teknologi dimensi).
2. Sesuatu yang  telah ditinjau, dikritik, dan didiskusikan secara luas di KM sastra, oleh praktisi, akademisi, dan peneliti sama.
3. Model telah diterapkan dan diuji lapangan sehubungan dengan keandalan dan validitas.

The von Krogh and Roos Model of Organizational Epistemology

The von Krogh and Roos KM model membedakan antara pengetahuan individu dan pengetahuan social.

Dalam model ini dibagi dalam 2 pendekatan, yaitu kognitif(Cognitivist) dan koneksi(Connectionist)

Pendekatan Kognitif (Cognitivist)

Ditujukan untuk system kognitif, yaitu estimasi dalam pilihan atau referensi dalam memilih ide yang dianggap sesuai berrdasarkan dari kodifikasi pengalaman, evaluasi dalam pembentukan kepercayaan yang koheren, pembandingan, paradigma, pandangan, komprehensif dan kenyataan.

Biasanya di dalam KM, pendeketan kognitif ini didasarkan dari pengetahuan dari seorang KM tersebut, jika di kategorikan ke dalam pengetahuan, pendeketan kognitif bisa di golongkan ke dalam tacid knowledge( pengetahuan tacid).

Pendekatan Koneksi (Connectionist):

Pendekatan connectionist ini bisa dikatakan lebih ke pendekatan holistik dimana menunjukan hubungan antara pengetahuan dan fakta yang dilandaskan sebuah teori. Sehingga pendekatan ini menyediakan landasan teoritis yang kuat untuk sebuah model manajemen pengetahuan.

Model The von Krogh and Roos  lebih menerapkan ke pendekatan (Connectionist) karena pendekatan connectionist berlandaskan pada teoritis yang kuat dan menyediakan fakta bahwa hubungan antara pengetahuan dan siapa yang "menyerap"  pengetahuan itu dan memanfaatkan pengetahuan yang dipandang sebagai suatu ikatan yang tidak terpecahkan.

The Nonaka and Takeuchi Knowledge Spiral Model

-The Knowledge Creation Process

Penciptaan pengetahuan terjadi secara tidak terduga atau dengan cara yang tidak direncanakan.

-Knowledge Conversion

There are four modes of knowledge conversion

1. From tacit knowledge to tacit knowledge: the process of socialization.

2. From tacit knowledge to explicit knowledge: the process of externalization.

3. From explicit knowledge to explicit knowledge: the process of combination.

4. From explicit knowledge to tacit knowledge: the process of internalization.

-Knowledge Spiral

Penciptaan pengetahuan(knowledge creation process) bukanlah sebuah proses yang berurutan(sequence) berdasarkan proses interaksi yang saling berkelanjutan.

The Choo Sense-making KM Model

Dibagi di dalam 3 tahapan yaitu

1.      Sense making

2.      Knowledge creating

3.      Decision making

Didalam proses tersebut, ada beberapa tahapan kunci yang harus dilewati:

(1) ecological change (memngolah dan memproses pengetahuan eksternal),

(2) enactment( mencoba untuk membangun, mengatur ulang, keluar, atau menghancurkan suatu elemen(pandangan) yang spesifik dari suatu masalah),

(3) selection, and (4) retention ( memprediksi dan menetapkan suatu masalah yang telah di rubah cara pandangnya dengan menetapkan sebuah pilihan).

The Wiig Model for Building and Using Knowledge

Some useful dimensions to consider in Wiig’s KM model include: (1) completeness, (2) connectedness, (3) congruency, and (4) perspective and purpose.

Wiig’s KM model goes on to define different levels of internalization of knowledge.

 

The Boisot I-Space KM Model

Boisot (1998) proposes the following two key points:

1. The more easily data can be structured and converted into information, the more diffusible it becomes.(Semakin data lebih mudah diolah dan terstruktur untuk menjadi sebuah informasi, semakin berguna sebagaimana mestinya)

2. The less data that has been so structured requires a shared context for its diffusion, the more diffusible it becomes. (Semakin sedikit data lebih mudah diolah dan terstruktur untuk menjadi sebuah informasi, semakin sedikit juga informasi yang akan diterima sebagaimana mestinya)

 

Complex Adaptive System Models of KM

The Intelligent Complex Adaptive Systems (ICAS)

The major advantage of a complex adaptive system approach to a KM model

(1)creativity, (2) problem solving, (3) decision making, and (4) implementation.

The key processes in the ICAS KM model can be summarized as:

1. Understanding (Dimengerti).

2. Creating new ideas(Menciptakan ide baru).

3. Solving problems(Pemecahan masalah).

4. Making decisions(Pengambilan Keputusan).

5. Taking actions to achieve desired results(Mengambil tindakan untuk mendapat hasil yang dinginkan).

Rangkuman Kedua Siklus KM-Kimiz Dalkir

Chapter II The Knowledge Management Cycle

Manajemen pengetahuan yang efektif membutuhkan suatu organisasi untuk mengidentifikasi, menghasilkan, memperoleh, diffuse, dan menangkap manfaat dari pengetahuan yang menyediakan keuntungan strategis bagi organisasi itu.

Untuk memenuhi perbedaan tentang siklus-siklus KM berbeda arti, dipilih 4 model yaitu the Zack, from Meyer and Zack (1996), the Bukowitz and Williams (2000), the McElroy (2003),  and the Wiig (1993) KM cycles.

-The Zack KM Cycle

Pendekatan Siklus KM Zack

Pendekatan ini menyediakan sejumlah analogi yang berguna, seperti gagasan
platform produk (pengetahuan repositori) dan proses informasi platform (sumber pengetahuan) untuk menekankan pengertian pengolahan nilai tambah diperlukan dalam rangka untuk meningkatkan pengetahuan organisasi. Siklus KM ini mempunyai peranan utama yang terdiri dari menciptakan nilai tambah yang lebih tinggi "pengetahuan produk "pada setiap tahap pengolahan pengetahuan.

-The Bukowitz and Williams KM Cycle

Pendekatan Siklus KM Bukowitz and Williams

Pendekatan ini menerangkan kerangka proses manajemen berjalan didalam suatu perusahaan, dalam arti bagaimana suatu perusahaan dapat dipelihara(maintain), dikembangkan(deploy) dan dapat menghasilkan sesuatu(generate).

 

-The McElroy KM Cycle

Pendekatan Siklus KM McElroy

Pendekatan ini menjelaskan tentang siklus daur hidup sebuah pengetahuan, dimana melibatkan proses pengetahuan produksi dan pengetahun yang terintergrasi dengan tahap menerima masukan-masukan yang berulang dari dimulai dari proses bisnis,kinerja,dll  dari lingkungan internal maupun eksternal dari perusahaan itu sendiri.

-The Wiig KM Cycle

Pendekatan Siklus KM Wiig

Pendekatan ini focus terhadap 3 kondisi yang dibutuhkan dan disiapkan untuk sebuah organisasi untuk memacu suatu keberhasilan didalam suatu bisnis, dimana membutuhkan sebuah bisnis(barang atau jasa) dan pelanggan(customer), sumber daya(tenaga kerja, materi, dan fasilitas), dan mempunyai kemampuan untuk bertindak.

3 Tahapan Mayor dalam siklus KM:

1. Knowledge capture and/or creation.

2. Knowledge sharing and dissemination.

3. Knowledge acquisition and application.

Memahami perbedaan di setiap tahapan pengetahuan yang tedapat di dalam siklus KM sangat penting, tetapi memahami itu saja tidak cukup. Butuh tambahan dari praktek langsung, mengelola pengetahuan dimana dibutuhkan sebuah prinsip atau kerangka yang nantinya akan membantu kita untu menentukan perbedaan aktifitas dan fungsi yang dibutuhkan untuk memutuskan dengan bantuan semua pengetahuan yang berhubungan dengan pekerjaan dan antara perusahaan.

Rangkuman Introduction To Knowledge Management In Theory And Practices_Kimiz Dalkir

INTRODUCTION TO KNOWLEDGE MANAGEMENT IN THEORY AND PRACTISES

Although knowledge is increasingly being viewed as

a commodity or an intellectual asset, it possesses some paradoxical characteristics

that are radically different from those of other valuable commodities.

These knowledge characteristics include the following:

_ Use of knowledge does not consume it.

_ Transferral of knowledge does not result in losing it.

_ Knowledge is abundant, but the ability to use it is scarce.

_ Much of an organization’s valuable knowledge walks out the door at the

end of the day.

Knowledge management (KM) was initially defined as the process of applying

a systematic approach to the capture, structure, management, and dissemination

of knowledge throughout an organization in order to work faster, reuse

best practices, and reduce costly rework from project to project (Nonaka and

Takeuchi, 1995; Pasternack and Viscio, 1998; Pfeiffer and Sutton, 1999;

Ruggles and Holtshouse, 1999).

Multidisciplinary Nature of KM

Knowledge management draws upon a vast number of diverse fields such

as:

_ Organizational science.

_ Cognitive science.

_ Linguistics and computational linguistics.

_ Information technologies such as knowledge-based systems, document and

information management, electronic performance support systems, and

database technologies.

_ Information and library science.

_ Technical writing and journalism.

_ Anthropology and sociology.

_ Education and training.

_ Storytelling and communication studies.

_ Collaborative technologies such as Computer Supported Collaborative Work

and groupware, as well as intranets, extranets, portals, and other web

technologies.

One of the major attributes of KM relates to the fact that it deals with knowledge

as well as information. Knowledge is a more subjective way of knowing

and is typically based on experiential or individual values, perceptions, and

experience. Popular examples to distinguish data from information and from

knowledge include the following:

Data: Content that is directly observable or verifiable; a fact—for example,

listings of the times and locations of all movies being shown today—

I download the listings.

Information: Content that represents analyzed data—for example, “I can’t leave

before 5 so I will go to the 7:00 P.M. show at the cinema near my

office.”

Knowledge: At that time of day, it will be impossible to find parking. I remember

the last time I took the car I was so frustrated and stressed because I

thought I would miss the opening credits. I’ll therefore take the commuter

train. But first I’ll check with Al. I usually love all the movies

he hates so I want to make sure it’s worth seeing!

The Concept Analysis Technique

Concept analysis is an established technique used in the social sciences, such

as philosophy and education, in order to derive a “formula” that in turn can

be used to generate definitions and descriptive phrases for highly complex

terms.

HISTORY OF KNOWLEDGE MANAGEMENT

Although the phrase “knowledge management” entered popular usage in the

late 1980s (e.g., conferences in KM began appearing, books on KM were published,

and the term began to be seen in business-oriented journals), KM has

been around for many decades. Librarians, philosophers, teachers, and writers

have long been making use of many of the same techniques. However, it could

also be argued that knowledge management has been around far longer than

the actual term has been in use.

Organizational Perspectives on Knowledge Management

Wiig (1993) considers knowledge management in organizations from three

perspectives, each with different horizons and purposes:

1. Business Perspective—focusing on why, where, and to what extent the

organization must invest in or exploit knowledge. Strategies, products

and services, alliances, acquisitions, or divestments should be considered

from knowledge-related points of view.

2. Management Perspective—focusing on determining, organizing, directing,

facilitating, and monitoring knowledge-related practices and activities

required to achieve the desired business strategies and objectives.

WHY IS KM IMPORTANT TODAY?

The major business drivers behind today’s increased interest in and application

of KM lie in four key areas:

1. Globalization of business. Organizations today are more global—

multisite, multilingual, and multicultural in nature.

2. Leaner organizations. We are doing more and we are doing it faster, but

we also need to work smarter as knowledge workers, adopting an

increased pace and workload.

3. “Corporate amnesia.” We are more mobile as a workforce, which

creates problems of knowledge continuity for the organization and

places continuous learning demands on the knowledge worker. We no

longer expect to spend our entire work life with the same organization.

4. Technological advances. We are more connected. Advances in information

technology not only have made connectivity ubiquitous but have

radically changed expectations. We are expected to be “on” at all times,

and the turnaround time in responding is now measured in minutes, not

weeks.

Knowledge management represents one response to the challenge of trying

to manage this complex, information-overloaded work environment. As such,

KM is perhaps best categorized as a science of complexity.

KM for Individuals, Communities, and Organizations

Knowledge management provides benefits to individual employees, to communities

of practice, and to the organization itself. This three-tiered view of

KM helps emphasize why KM is important today.

For the individual, KM:

_ Helps people do their jobs and save time through better decision making and

problem solving.

_ Builds a sense of community bonds within the organization.

_ Helps people to keep up to date.

_ Provides challenges and opportunities to contribute.

For the community of practice, KM:

_ Develops professional skills.

_ Promotes peer-to-peer mentoring.

_ Facilitates more effective networking and collaboration.

_ Develops a professional code of ethics that members can follow.

_ Develops a common language.

For the organization, KM:

_ Helps drive strategy.

_ Solves problems quickly.

_ Diffuses best practices.

_ Improves knowledge embedded in products and services.

_ Cross-fertilizes ideas and increases opportunities for innovation.

_ Enables organizations to stay ahead of the competition better.

_ Builds organizational memory.

In order for knowledge management to succeed, it has to tap into what is

important to knowledge workers—what is of value to them and to their professional

practice as well as what the organization stands to gain. It is important

to get the balance right.