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- Knowledge Audit
- Know-bot (Knowledge Robot)
- Know-how
- Know-what
- Know-why
Knowledge ArchaeologyThe process of retrieving an organization’s historical knowledge that has become lost or inaccessible. Knowledge AssetA piece of knowledge that has some intrinsic or extrinsic value. A proprietary methodology, a patent or a copyright fall into this category. Knowledge AuditDetermining what knowledge an organization has, who has it and how it flows through the enterprise. A knowledge audit can show what changes are needed in organizational and personal behavior, business processes and enabling technologies so that knowledge can be applied to strengthen the competitive position of the firm. A successful knowledge audit can identify intellectual assets of value to the company. It can point out improvements to existing processes for knowledge creation and sharing. An audit can also identify people who have been acting as barriers to knowledge proliferation, whether inadvertently or on purpose. Thus a knowledge audit not only helps to determine where knowledge exists within organizations, but may also be seen as a type of roadmap for process improvement. A knowledge audit can cover various aspects of knowledge management: Acquisition and Learning, Storage and Maintenance, Application and Exploitation, Dissemination and Transfer, Knowledge Creation, and Performance Measurement. In general, a knowledge audit would proceed systematically along the following lines: the identification of knowledge needs through the use of questionnaires, interviews and focus groups; the development of a knowledge inventory mainly focusing on the types of knowledge available; where this knowledge is located; how it is maintained and stored, what it is used for and how relevant it is; analysis of knowledge flows in terms of people, processes and systems; and the creation of a knowledge map. Knowledge audit, if done properly, can facilitate the following: identifying the knowledge needed to support overall organizational goals and individual and team activities; understanding the extent to which knowledge is being effectively managed and where improvements are needed; understanding the knowledge that exists in the organization and how that knowledge moves around, across the organization; understanding knowledge gaps and duplication; identifying pockets of knowledge that are not currently being used effectively; identifying best practices and barriers to knowledge sharing; preparing an inventory of knowledge assets, making them more visible and more measurable and accountable and giving a clearer understanding of the contribution of knowledge to organizational performance; and providing vital information for the development of effective knowledge management programs and initiatives that are directly relevant to the organization’s specific knowledge needs and current situation. Usually, organizations are unaware that they require an audit at all. Wiig (1993) has identified several signs that an organization requires a knowledge audit: Information overload or lack of information. Lack of awareness of knowledge or information available in the organization. Knowledge duplication through different departments; reinventing the wheel. Common use of out of date knowledge or knowledge with no quality or value. Not knowing where to find appropriate knowledge or expertise. Know-bot (Knowledge Robot)An intelligent agent that gathers or exchanges knowledge from other agents or computer systems based on the user’s criteria. A Know bot is a kind of Bot. A Bot interacts with other network services intended for people, just like a real person. A typical use of Bots is in gathering information. It can also dynamically interact with a site. Some Bots can respond to questions asked in English and report the weather, sports score, etc. Bots can also be used maliciously, for example, to attack a website. Know-howThe ability to go beyond factual information and leverage knowledge to deal with unexpected situations that ordinary people would find difficult to deal with. In cricket, for example, a great fast bowler knows when to fool the batsman by bowling a slower delivery. An experienced driver knows when not to overtake a vehicle ahead. An expert negotiator knows when to maintain silence and let the other party talk. A good teacher can understand a question which a student is finding it difficult to articulate. Know-how is gained through learning by doing. Know-how is context dependent and difficult to codify and is usually embedded as organizational routines in the organization’s structure, communication channels, problem-solving methods and planning and management systems. Know-how is so innately routinized that it tends to be difficult to transfer across companies. (See also: know what, know why). Know-whatThe level of learning representing cognitive knowledge. It is basic knowledge that does not give a competitive edge. A good example would be reading a book on negotiation. Unless the principles mentioned in the book are actually applied in practice, the knowledge may have little value. One cannot become a good negotiator merely by reading a book. Know-whyA system of knowledge about a causal relationship formulated using a certain number of variables, developing a good understanding of how they work and what impact they have. Know-why is shaped through learning-by-studying, with repeated experiments and simulations controlling various sources of influence. 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