Vadim Kotelnikov    

Knowledge Management (KM)

Collecting, leveraging, and distributing knowledge throughout your organization

   

Business e-Coach     

 

Knowledge Management Managing Creativity Effective Coaching Braimstorming How To Be More Creative The Power of Simplicity LOGO of Ten3 Busines e-Coach: Design Secrets 1000ventures.com Vadim Kotelnikov (personal website) Learning Organization Synergy Cross-pollination of Ideas Idea Management Innovation System Energizing People Getting Rid of Bureacracy Effective Feedback Differentiating with Different Types of People Positioning Effective Communication Instill Confidence (25 Lessons from Jack Welch) Innovation - Bringing New Ideas to Life Knowledge Communities Experimentation Continuous Learning

Balanced Organization: 5 Basic Elements

Wood (Corporate Capabilities):

Industrial Enterprise versus Knowledge-based Enterprise Learning Organization Teaching Organization Coaching Organization Knowledge Management Tacit Knowledge Knowledge-based Enterprise Sustainable Growth Sustainable Value Creation Vadim Kotelnikov (personal website) Knowledge Management

 
 

Distinguishing between Explicit and Tacit Knowledge1

  • Explicit knowledge – can be formally articulated or encoded; can be more easily transferred or shared; is abstract and removed from direct experience

  • Tacit knowledge – knowledge-in-practice; developed from direct experience and action; highly pragmatic and situation specific; subconsciously understood and applied; difficult to articulate; usually shared through highly interactive conversation and shared experience.

Knowledge-based Enterprise

4 Modes of the Process of Knowledge Conversion

5 Organizational Learning Disciplines

People Power  ●  Employee Empowerment

Managing Knowledge Workers

Behavioral Change

Learning Organization

Teaching Organization

Coaching Organization

Balanced Organization: 5 Basic Elements

Suggestion Systems

Fun4Biz  ●  Japanese

Managing Creativity in Your Business Environment

Brainstorming

Mutual Creativity Between Business Partners

Idea Management

Letting the Best Idea to Win

Techniques for Fast Idea Evaluation and Decision Making

Weighted Criteria  ●  4×2 Perceptual Positions

Systemic Innovation

Synergy

Your Cross-Functional Excellence

Systems Thinking

Innovation System

Technology Intelligence

Examples

British Petroleum  ●  Siemens' ShareNet  ●  Progroup

Microsoft  ●  Silicon Valley Companies

Why Knowledge Management?

"Knowledge is of two kinds. We know a subject ourselves, or
we know where we can find information upon it."
~ Samuel Johnson 

While most managers agree that managing knowledge is important, few of them can articulate what the value is or how to become a learning, teaching, or coaching organization. The majority of companies have their knowledge embedded in people and organizations.

 

  

Knowledge needs to be managed because all too often,

  • it is available but not used very much

  • it is often intuitive, tacit, rather than explicit  >>>

  • it is occasional but not integral to the business

  •  it is rarely detailed enough to be especially valuable

  • it exists with multiple points of view instead of the collective best thinking  Download PowerPoint presentation, pdf e-book

  • it often gets lost when someone leaves the company

  • there are human barriers to knowledge transfer.

Work Smart and Hard

Great Learner

Thought Leader Download PowerPoint presentation, pdf e-book

Positive Thinking: 5 Benefits

Smart & Fast Decision Maker Download PowerPoint presentation, pdf e-book

Subconscious vs. Conscious

KM vs. Information Management

"Knowledge management" is different from "information management". While the former targets collecting and distributing knowledge – both explicit and tacit – throughout the organization, the latter deals mainly with documented explicit knowledge – or information – only... More

Transfer of Best Practices

Transfer of best practices is one of the biggest issues driving innovation, cost, efficiency, and satisfaction in most companies. Transferring the worst practices and practitioners is equally important as individuals who make the same mistakes over and over again are like a human version of a computer virus.7

Idea Management

Idea management systems and process can help your company make innovation a discipline. They can help make the hunt for new possibilities each and every department's business, as well as involve broader and more enthusiastic participation among managers and employees... More

Loose-Tight Leadership

Tacit Knowledge as a Source of Competitive Advantage

Tacit knowledge, or implicit knowledge, as opposed to explicit knowledge, is far less tangible and is deeply embedded into an organization's operating practices. It is often called 'organizational culture'. "Tacit knowledge includes relationships, norms, values, and standard operating procedures. Because tacit knowledge is much harder to detail, copy, and distribute, it can be a sustainable source of competitive advantage... What increasingly differentiates success and failure is how well you locate, leverage, and blend available explicit knowledge with internally generated tacit knowledge."3 Inaccessible from explicit expositions, tacit knowledge is protected from competitors unless key individuals are hired away... More

 

 

Ask Searching Questions

Don't ask one or two questions and then rush straight towards a solution. With an incomplete understanding of the problem it is very easy to jump to wrong conclusions.

Ask open-ended questions that elicit a wide rage of answers:

  • 'Why' questions  to discover the roots of the problem

  • 'How' questions to discover different routes to significant improvement (see an example)

Making an Internal Market in Knowledge

One source of competitive advantage is to diffuse throughout your company the unique, proprietary knowledge about customers, competitors, products, and techniques that resides in the minds of your employees. But many efforts at knowledge management have failed to deliver that advantage, because they haven't focused on the human factors of creation and broad exchange of knowledge within a company. Establishing an internal knowledge market with its own unique approaches to motivation, pricing, exchange, market facilitation, and competition can solve that problem and boost productivity. It is less about investing in technology than about encouraging authors to "sell" their valuable knowledge and other employees to "buy" it within a market that ensures its quality.11

 

 

 

American Indian proverbs

If we wonder often,
the gift of
knowledge will come.

American Indian

proverb

 

References:

  1. "Knowledge, Groupware, and Internet," Butterworth Heinemann

  2. "The Role of Tacit Knowledge in Group Innovation," Dorothy Leonard and Silvia Sensipe

  3. Relentless Growth, Christopher Meyer

  4. "Discovering Order in a Chaotic World," Margaret J. Wheatley

  5. "The Challenge of Managing Knowledge," Laura Empson

  6. "The Knowledge-Creating Company," Ikujiro Nonaka and Hirotaka Takeuchi

  7. "The Centerless Corporation," Bruce A.Pasternack and Albert. J. Viscio

  8. "The Knowledge Management Fieldbook," Buckowitz, W.R. and Williams, R.L.

  9. "Framework for Implementing Knowledge Management," J.A. Albers, 2003

  10. "Knowledge Management System," Dan Mascenik

  11. "Making a Market in Knowledge," Lowell L. Bryan

  12. "Smart Business," Jim Botkin

  13. "A dynamic theory of organizational knowledge creation," Nonaka, I.

  14. "The Tacit Dimension," Polanyi, M.

  15. "The Knowledge-Creating Company," Nonaka, I. & Takeuchi, H.

  16. "An Empirical Test of Nonaka’s Theory of Organizational Knowledge Creation," Richard G. Best, Sylvia J. Hysong, Charles McGhee, Frank I. Moore, Jacqueline A. Pugh