Sharing knowledge

SHARING KNOWLEDGE IS POWER
Mariam Yassin

CONTENTS
 Data, Information & Knowledge
 Knowledge Hierarchy
 What Is Knowledge Management
 KNOWLEDGE INCLUDES
 History Of KM
 COMPONENTS OF A KNOWLEDGE MANAGEMENT SYSTEM
 Knowledge-Types
 HUMAN BARRIERS TO KNOWLEDGE TRANSFER
“Learning from the Experience of Others
 Factors Affecting Knowledge Management
 CONTENT MANAGEMENT In A Knowledge
 Training, Development and Education
 Training Vs development
 Importance Of Training and Development
 Transfer of Training
 Chief Knowledge Officer (CKO)

DATA, INFORMATION & KNOWLEDGE
Data - symbols or facts out of context, and thus not
directly nor immediately meaningful .
Information - data placed within some interpretive
context, and thus acquiring meaning and value.
Knowledge - meaningfully structured accumulation of
information; information that is relevant, actionable,
and based at least partially on experience.

WHAT IS KNOWLEDGE MANAGEMENT
• Knowledge Management is the collection of
processes that govern the creation,
dissemination, and utilization of knowledge.
WHY KM
• To share the knowledge, a company
creates exponential benefits from the
knowledge as people learn from it.
• To build better sensitivity to “brain drain”.
• To reacting to new business opportunities.

KNOWLEDGE INCLUDES
• know-how of creating value.
• processes of how the firm works.
• best practices.
•customer intelligence.
•new business concepts .
•R&D.
• competitive intelligence.

COMPONENTS OF A KNOWLEDGE MANAGEMENT
SYSTEM

KNOWLEDGE-TYPES
Tacit knowledge: That type of knowledge which
people carry in their mind, and is, therefore,
difficult to access.
Explicit knowledge: That type of knowledge which
has been or can be articulated, codified, and
stored in certain media.

HUMAN BARRIERS TO KNOWLEDGE TRANSFER
“LEARNING FROM THE EXPERIENCE OF OTHERS”
 Knowledge transfer is often a case of who you
know versus what you know.
 Sharing your best thinking, data,
understanding, and opinion with others
diminishes your personal competitive
advantage.

HUMAN BARRIERS TO KNOWLEDGE TRANSFER
“Learning from the from the Experience of Others”

KNOWLEDGE USING
 Knowledge can be used for determining
organization’s work processes and making
strategies for sustainable competitive
advantage.
 Knowledge can be used for designing and
marketing product.
 Knowledge plays a critical role of organization’s
services quality.

FACTORS AFFECTING KNOWLEDGE
MANAGEMENT
1-A strong link to a business imperative. The KM programme and
it KM processes must visibly support business objectives.
There must be a clearly articulated 'value proposition', such as
"better customer service", "faster time-to-market for new
products". There is a clear understanding of how knowledge
contributes to these business objectives. Associated with this
CSF is a good measurement system, both measuring the
impact of KM on business results and the effectiveness of the
KM programme itself.
2-A compelling vision and framework. The framework provides the
'hook' around which to build a common language and
momentum for change. It may also define key domains of
knowledge and core knowledge value enhancing processes

MANAGEMENT
3-Knowledge leadership. This is usually a knowledge champion
with support from top management. But knowledge leadership
qualities are also developed in individuals throughout the
organisation.
4-A knowledge-creating and sharing culture. This is a culture that
empowers individuals, supports informal networking and
encourages knowledge sharing across organization and
geographic boundaries.
5-Continuous learning. Learning at all levels. Individuals are
encouraged to ask questions, to challenge and to learn. Teams
learn from other teams. The organization learns from its
successes and mistakes. Learning is shared.

MANAGEMENT
6-Systematic organizational knowledge processes and practices.
A framework and processes for identifying, capturing and
diffusing important knowledge in a structured way. Sources of
knowledge must be easily identifiable and accessible, whether
in databases or human brains.
7-A well developed ICT (information and communications
technology) infrastructure. An infrastructure that supports
collaborative work. As well as information databases, it
supports communities of practice through discussion forums or
social networking facilities. There must also be good software
and tools to support individual knowledge workers. Information
systems must be accessible and easy to use from multiple
locations (within the constraints of security).

CONTENT MANAGEMENT IN A KNOWLEDGE
Enterprise Content Management
(ECM)

TRAINING, DEVELOPMENT AND EDUCATION
Training is a process of learning a sequence of programmed
behavior. It is application of knowledge. It imparts people an
awareness of the rules and procedures to guide their
behavior. It strives to improve their performance on the
current job or prepare them for an intended job.
Development is a related process. It covers not only those
activities that improve job performance but also those which
bring about growth of personality; help individuals in the
progress towards maturity and actualization of their potential
capacities so that they build up as not only good employees
but better men and women.

TRAINING, DEVELOPMENT AND EDUCATION
Education is understanding and interpretation of
knowledge. It imparts qualities of mind and
character, understanding of basic principles and
develop the capacities of analysis, synthesis and
objectivity.

IMPORTANCE OF TRAINING AND DEVELOPMENT

Optimum Utilization of Human Resources – Training
and Development helps in optimizing the utilization
of human resource that further helps the employee
to achieve the organizational goals as well as their
individual goals.
Development of Human Resources – Training and
Development helps to provide an opportunity and broad
structure for the development of human resources’
technical and behavioral skills in an organization. It also
helps the employees in attaining personal growth.

Development of skills of employees – Training and
Development helps in increasing the job knowledge and
skills of employees at each level. It helps to expand the
horizons of human intellect and an overall personality of the
employees.
Productivity – Training and Development helps in increasing
the productivity of the employees that helps the organization
further to achieve its long-term goal.
Team spirit – Training and Development helps in inculcating
the sense of team work, team spirit, and inter-team
collaborations. It helps in inculcating the zeal to learn within
the employees.

Organization Culture – Training and Development helps to
develop and improve the organizational health culture and
effectiveness. It helps in creating the learning culture within
the organization.
Organization Climate – Training and Development helps
building the positive perception and feeling about the
organization. The employees get these feelings from leaders,
subordinates, and peers.
Quality – Training and Development helps in improving upon
the quality of work and work-life.

TRANSFER OF TRAINING
- For training to be beneficiary, individuals participating in this training need
to take new knowledge back to the workplace and apply what they have
learned .
- This effective and continuing application of the knowledge and skills
gained by trainees to their jobs is known as transfer of training .
Positive transfer of training is the degree to which trainees effectively apply-
the knowledge, skills and attitudes gained in a training context to the job.
- Transfer of training, therefore, is more than a function of original learning in
a training program (Atkinson 1972, Fleishman 1953). For transfer to have
occurred, learned behavior must be generalized to the job context and
maintained over a period of time on the job.”

FACTORS AFFECTING TRANSFER OF TRAINING

TYPES OF TRANSFER OF TRAINING
Near: Applying new learning to situations that are
very similar to those in which training occurred.
Far: Applying new learning to situations that are
novel or different from those in which training
occurred.
Horizontal: Transfer across different setting or
contexts at the same level
Vertical: Transfer from trainee level to organizational
level or impact on organizational outcomes

EXTENT OF TRANSFER OF TRAINING
Trainees effectively apply new learningPositive:
on the job
Trainees do not apply new learning on theZero:
job
Trainees perform worse on the job afterNegative:
training

STRATEGIES FOR TRANSFER
Decide who should attend
Readiness to learn/trainability
Trainability tests
Increase motivation to learn
Meet with employees to discuss training needs
What’s In It For Me “WIIFM”
Provide employees with support for learning and training
ACTIVITIES BEFORE TRAINING
•Management
•Trainer
Ensure application of ISD model (Instructional Systems Design)
 Ensure both trainees’ supervisor and trainees are prepared in
terms of knowing objectives and benefits
Find out supervisor and trainee needs and expectations
Ensure that trainees are prepared for training in terms of prerequisite
courses/readings etc.

•MANAGEMENT
Participate in training programs
Attend training programs before trainees
Reassign employee’s work while they are attending training
•Trainer
Incorporate conditions of practice, adult learning principles, and other learning principles in
design
Include content and examples that are relevant
and meaningful
Provide interventions at end of content portion
•Trainees
Enter training program with positive attitude and motivation to learn
Engage themselves by actively participating
Develop an action plan for application of training on-the-job
Activities During Training

• Management
Ensure trainees have immediate and frequent opportunities to practise and apply what they
learned
Encourage and reinforce trainees’ application of new skills
Develop action plan with trainees, reduce job pressures and workload, arrange practice sessions,
give promotional preference to employees who have received training, and transfer and evaluate
employees’ use of trained skills on-the-job
•Trainer
Stay involved
Conduct field visits
Observe trainees, provide feedback and support
• Trainees
Begin using new knowledge and skills on-the-job ASAP
Meet with supervisor to discuss opportunities for transfer
Form a “buddy system”
Consider high-risk situations that might cause a relapse and develop strategies for
overcoming them and avoiding a relapse
Set goals for transfer
Activities After Training

Chief Knowledge Officer (CKO)
• A chief knowledge officer (CKO) is an organizational leader,
responsible for ensuring that the organization maximizes the
value it achieves through “KNOWELEDGE".
• The CKO is responsible for managing intellectual capital and the
custodian of Knowledge Management practices in an
organization.
• CKOs can help an organization maximize the returns on
investment in knowledge (people, processes and intellectual
capital), exploit their intangible assets (know-how, patents,
customer relationships), repeat successes, share best practices,
improve innovation, and avoid knowledge loss after organizational
restructuring.

CHIEF KNOWLEDGE OFFICER (CKO)
• CKOs must have skills across a wide variety of areas.
• Good at developing/understanding the big picture, advocacy
(articulation, promotion and justification of the knowledge
agenda, sometimes against cynicism or even open hostility),
project and people management (oversight of a variety of
activities, attention to detail, ability to motivate), communications
(communicating clearly the knowledge agenda, have good
listening skills and be sensitive to organizational opportunities
and obstacles), leadership, team working, influencing, and
interpersonal skills. The CKO who successfully combines these
skills is well equipped as an excellent agent of change for their
organization.

CKO RESPONSIBILITIES
• Collecting relevant data that is useful for the
organization as knowledge.
• Developing an overall framework that guides
knowledge management.
• Actively promoting the knowledge agenda within
and beyond the company.
• Overseeing the development of the knowledge
infrastructure.
• Facilitating connections, coordination and
communications.

CKO RESPONSIBILITIES
• Encourage individual learning and innovative
thinking.
• Implement reward plans and incentives.
• Determine what technology is needed for the
knowledge management effort and implement these
technologies.
• Put processes in place in order to facilitate
the creation of organizational learning.
• Measure the impact of knowledge
management on the business.

CKO’S RULES
• CKO as
Knowledge-
sharing Icon.
• CKO as Trust
Steward.
• CKO as Total
Trainer.
• CKO as Techno
Nerd.
• CKO as
Number-
crunching
Accountant.

SO WHAT IS THE ANSWER TO THE QUESTION:
"DO COMPANY NEEDS A CKO?"
YOU WANT TOYES... If
• Avoid knowledge loss and leakage after organizational restructuring.
• Repeat your successes and share best practices .
• Improve your innovation - the commercialization of ideas.
• Exploit your intangible assets e.g. know-how, patents, customer
relationships .
• Maximize the returns on your investment in knowledge - people, processes
and intellectual capital .
No ... If
• A culture of knowledge sharing pervades and systematic processes are in
place .
• Knowledge leadership comes from the top and is passionately pursued .
• Everybody has development of knowledge in their job plans.
• You are content to leave it to local initiatives and hope it comes good.
• Your performance monitoring system explicitly has a knowledge dimension.
• Knowledge is not important to your business (but 92 per cent in a recent
survey said they were in a knowledge intensive business .

WHAT SHOULD YOU DO?
1-Think about what knowledge is crucial to your
business success.
2-Who has this knowledge? How quickly can key
personnel access it?
3-Assess how well you manage, develop and exploit
this knowledge.
4-Consider who is responsible for maximising its
value to the business.
5-Task a person or team to provide a framework for
action.

Sharing knowledge

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