How to Get the Most Out of
Organizational Knowledge Creation
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- Organizational Memory
- Parsing
- Peer Assist
- Personal Mastery
- Physical Environment
- Practice
- Procedural Knowledge
Organizational Knowledge CreationAccording to the well-known Japanese scholars, Tekeuchi and Nonaka, organizational knowledge creation takes place-in five phases: Sharing tacit knowledge: Rich untapped knowledge is shared by employees through socialization. Creating concepts: Tacit knowledge is converted into explicit knowledge, leading for creation of new concepts. Justifying concepts: The organization must determine if a concept is worthy of perusal. Building an archetype: Concepts are converted into prototype, operating mechanism, a new system, or an innovative organizational structure. Cross leveling knowledge: The knowledge created in one division is extended to other divisions and even to external stakeholders, such as customers and dealers. Organizational MemoryThe core knowledge of an organization’s past, such as project histories, important decisions and their rationale, key documents and customer relationships. It is the knowledge and understanding embedded in an organization’s people, processes and products or services, along with the company’s traditions and values. Organizational memory can either assist or inhibit the organization’s progress. Organizational memory helps avoid “reinventing the wheel” and repeating past mistakes. It also facilitates decision making. At the same time, in a fast changing environment, organizational memory can stand in the way of unlearning, a critical success factor. (See also: Memory) P
An algorithm that translates syntax into meaningful machine instructions also. Parsing determines the meaning of statements issued in the data manipulation language. Parsing also analyzes an input sequence in order to determine its grammatical structure with respect to a given formal grammar. The term parseable is generally applied to text or data which can be parsed. Parsing transforms input text into a data structure, usually a tree, which is suitable for later processing and which captures the implied hierarchy of the input. Peer AssistA process where a team of people working on a project or activity call a meeting or workshop to seek knowledge and insights from people in other teams. Seeking help from peers is not new. But the formal use of this process as a knowledge management tool and the coining of the term “peer assist” were pioneered by British Petroleum. Peer assists facilitate “learning before doing”, i.e. gathering knowledge before embarking on a project or piece of work, or when facing a specific problem or challenge within a piece of work. The benefits of peer assists are quickly realized. Learning is directly focused on a specific task or problem, and so it can be applied immediately. A peer assist allows the team involved to gain input and insights from people outside the team, and to identify possible new lines of enquiry or approach. Peer assists also facilitate the reuse of existing knowledge and experience, promote sharing of learning between teams, and strengthen social networks. Peer assists are relatively simple and inexpensive to do. They do not require any special resources or any new, unfamiliar processes. They are particularly useful when a team is facing a challenge, where the knowledge and experience of others will really help, and when the potential benefits outweigh the costs of bringing people together. Personal MasteryA term coined by Peter senge, is the discipline of continually clarifying and deepening personal vision, focusing energies, developing patience, and trying to see reality objectively as individuals strive to fulfill their highest aspirations. Physical EnvironmentThe way office spaces are designed. The physical environment can influence the effectiveness of knowledge sharing. Many employees gain work related knowledge, not from manuals or formal training but from informal conversations on the corridor, near the water cooler, at the coffee vending machine and in the cafeteria. Indeed, realizing the importance of physical communication, some companies are creating physical spaces to promote this. If network connections are provided in these spaces, knowledge sharing can be further enhanced. The famous journalist, Tom Stewart, once mentioned that the best hardware device for transferring knowledge is a coffee pot. But he added that coffee pots do not scale. By this he meant that while face-to-face informal conversation is the best way to share knowledge, leverage comes only with technology. Only if a large number of people have access to knowledge, will it make a signified impact. And that kind of sharing on a large scale is possible only with technology. So workplaces should be designed both to increase human interaction and leverage technology. (See: Spatial School under Schools of Knowledge Management and Work Ambience) PracticeHow knowledge workers actually accomplish their tasks. Understanding work practice requires detailed observation and a philosophical acceptance that there must be some good reason for work being done in a particular way. Practice differs from process. A process orientation means laying down norms on how work should be done. Some jobs are very difficult for outsiders to understand and require a high proportion of practice orientation. In such cases, attempts to impose a process, may backfire. Procedural KnowledgeIncludes processes, sequences of events and activities and actions. Thus a company can maintain a database of methodologies pertaining to key areas such as project management and six sigma. But without the contextual understanding of how such knowledge can be applied, this may remain largely theoretical. 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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