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- Caves and Commons
- Channel Integration
- Chief Knowledge Officer (CKO)
Causal KnowledgeThe kind of knowledge which covers issues such as rationale for decisions, alternatives and eventual outcome of activities. Causal knowledge is much richer, deeper and consequently more valuable than factual or procedural knowledge. For example, when something goes wrong, managers can actually document the reasons and the circumstances underlying the failure. “Lessons learnt” databases contain some of the most valuable knowledge in organizations. Unfortunately, not many organizations invest sufficiently in storing and sharing causal knowledge. One of the best ways to encourage the development of causal knowledge is to encourage employees to ask why, when a problem is faced, something goes wrong, there is an unexpected success, etc. Caves and CommonsProper design of the work space can significantly enhance the productivity of knowledge workers. Caves and commons denote two main types of physical working area. A cave is a private area for concentrated thinking. Microsoft is famous for providing individual cabins to most of its knowledge workers. A common is an open area for socialization, meeting rooms for team discussions and so on. Both caves and commons are needed to improve the productivity of knowledge workers. (See also: Physical Environment, Work Ambience) Channel IntegrationThe integration of different channels to facilitate effective leveraging of knowledge. In any business, there are several channels of communication that connect a company to its customers and partners. These include web browsers, voice, wireless hand held devices and computing devices and direct contact with customers and retailers. Through channel integration, for example, customer knowledge can be integrated across all business processes including pre- and post-sale contacts, orders, delivery, after sales service, complaint resolution, etc. Such knowledge can then be updated and made available in real time. The ultimate objective of channel integration is to exploit knowledge, lock in customers, and increase switching costs. This approach is often called “getting a 3600 view of customers.” (See also: Customer Knowledge) Chief Knowledge Officer (CKO)Many organizations these days appoint chief knowledge officers explicitly mandated to lead the knowledge management function. Michael Earl and Ian Scott38 have given an excellent account of the work of CKOs. CKOs are usually appointed when top management realizes that inadequate attention is being paid to explicit or formal management of knowledge in ongoing operations, and that hidden value of organizational knowledge is not being leveraged satisfactorily. Inability to learn from past failures and experiences in strategic decision making, and difficulties in creating value or making money from knowledge embedded in products (or held by employees) are other reasons that prompt the appointment of CKOs. The role of CKOs is still evolving in most organizations. Different corporations are likely to have different expectations from the knowledge management function. So CKOs have often to work out their agenda in consultation with key people in the organization. In general, CKOs need to bring to the table multiple skills. CKOs must be passionate about learning. They must act entrepreneurially. They also need to be self starters. They must be flexible and able to carry key people along with them as they implement projects. Typically, they should have been around in the organization for long. This not only gives them greater credibility but also a better understanding of cultural and organizational issues that makes implementation easier. As evangelists, CKOs have to influence minds and behaviors. They have to get a buy-in from senior managers about the importance of knowledge management. They have to create a vision, spot opportunities and leverage existing initiatives. As facilitators, CKOs act like consultants. They have to work with and through people. They have to enlist the support of champions, sponsors and partners. Champions are people who are excited about knowledge management. They need no further selling. Sponsors are senior executives who fully support knowledge management. Partners are typically people from management information systems (MIS) and human resources (HR). They should be able to shape ideas, be good at interventions and work with line managers in pain areas. As designers, CKOs must analyze situations, ask good questions and propose solutions. They may not actually deliver solutions but should know who can do so and work with them. They must understand quickly what is possible and what is not. To kick start knowledge management, CKOs can focus on specific themes, such as knowledge directories, knowledge repositories, knowledge-intensive business and management processes, knowledge exchange events and knowledge protection policies. CKOs usually tend to have small budgets and small staff. They mobilize resources as the knowledge management initiative picks up, need for investments in technology arises, and more line managers request advisory support. In general, CKOs are not “resource hungry” people. Appointing a CKO is one way of giving momentum to a knowledge management program. Over time, knowledge management may get embedded into organizational routines, making the role of a CKO less critical. But initially, a leader is needed to set the agenda and spread awareness across the organization about knowledge sharing and learning. Chief information officers (CIOs) may not be able to take on the role of CKO. CIOs may have good technological and consulting capabilities. But they may not have the entrepreneurial mindset of CKOs. CIOs are used to managing a core function and controlling resources, not handling transitory teams. In contrast to CIOs, CKOs are more concerned with change and less with delivery. But CKOs often have to work closely with CIOs when implementing knowledge management projects. Directory: books books -> The English Arrive in America books -> Active Vocabulary books -> Books we finished XIV books -> The theology of the balaam oracles: a pagan diviner and the word of god books -> The rhetoric of the father books -> Sra: Imagine It!, Themes, Taking a Stand, Ancient Civilizations Ecology, Great Expectations, Earth in Action, Art and Impact, Level 6 books -> You Can If You Try Unit 7 Nonfiction books -> The tregenza family books -> Unconditional hatred Download 0.91 Mb. Share with your friends:
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