1、Working Smarter, Not HarderChapter 12OBJECTIVES What is Knowledge Management? Why Knowledge Management KM Myths Implications for Knowledge Management3Knowing ignorance is strengthIgnoring knowledge is sicknessLao Tsu老子道德經第七十一章知不知上 不知知病夫唯病病 是以不病聖人不病 以其病病 Knowing ignorance is strength.Ignoring knowled
2、ge is sickness.If one is sick of sickness, then one is not sick.The sage is not sick because he is sick of sickness. Therefore he is not sick. 4Working Smarter, Not Harder Overlapping Human/Organizational/ Technological factors in KM: People (workforce) Organizational Processes Technology (IT infras
3、tructure)5OVERLAPPING FACTORS OF KM KnowledgePEOPLETECHNOLOGY ORGANIZATIONALPROCESSES6OVERLAPPING FACTORS OF KM The ideal organization is one where people exchange knowledge across functional areas of the business by using technology and established processes. The exchange may be for policy formulat
4、ion and strategy, for training and development, or for problem solving in teams. None of the three areas can function independently of one another. 7WHAT IS KNOWLEDGE MANAGEMENT? Process of capturing and making use of a firms collective expertise anywhere in the business Doing the right thing, NOT d
5、oing things right Viewing company processes as knowledge processes Knowledge creation, dissemination, upgrade, and application toward organizational survival Part science, part art, part luck8EXPLICIT AND TACIT KNOWLEDGEOral Communication“Tacit” Knowledge50-95%Information Request“Explicit” Knowledge
6、Explicit Knowledge Base5 %Information Feedback9THE KNOWLEDGE ORGANIZATIONCreateKnowledgeOrganizationCollectOrganizeRefineDisseminateCultureLeadershipTechno-logyIntelligenceMaintainCompetitionKnowledgeManagementProcessKM Drivers10THE KNOWLEDGE ORGANIZATION The middle layer addresses the KM life cycle A knowledge organization derives knowledge from customer, product, financial, and personnel practices knowledge.
