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- Knowledge Base
- Knowledge Business
- Knowledge Centre
- Knowledge Champions
- Knowledge Engineers
- Knowledge Growth Framework
- Knowledge Harvesting
Knowing-Doing GapThe gap between knowledge and acting on it. Knowledge is of little use unless we do something with it. According to Stanford professors, Jeffrey Pfeffer and Robert Sutton, the gap between knowing and doing is more important than the gap between ignorance and knowing. Today, knowledge is easily available. There are knowledge brokers like consulting firms who specialize in collecting knowledge about management practices, storing it and then transferring the information to those who need it. Better ways of doing things cannot remain secret for long. In most cases, however, the knowledge that is successfully transferred through seminars, training programs and consulting, is not implemented. Talking dominates action in many companies. It is the companies which can bridge the knowing-doing gap that emerge winners in the market place. Knowledge BaseA knowledge base consists of basic data and a set of rules. In most situations, an inference engine applies new observations to the knowledge base and analyses the rules to reach a conclusion. A knowledge base consists of data along with the rules, logic and links among data elements. Usually, it contains less structured and more descriptive data. For example, in medicine, a knowledge base might include terms like “severe headache” or “severe abdominal pain”. Knowledge BusinessBusiness which leverages knowledge to create value for customers. All work involves some amount of knowledge. But in truly knowledge businesses, the core activity is processing data into information and knowledge that in turn creates value for customers. According to Michael Zack, knowledge based organizations have four characteristics. Such organizations spend substantial time on application of existing knowledge and creation of new knowledge. The boundaries of knowledge based organizations are blurred. They seek knowledge from customers, vendors, alliance partners and even competitors. Knowledge based organizations view knowledge as a key resource and keep asking what knowledge is needed to execute the company’s strategy. These companies make conscious attempts to bridge knowledge gaps. Last but not the least, knowledge based organizations take a different perspective compared to other equivalent organizations. They take into account knowledge in every aspect of their operations and treat every activity as a potentially knowledge enhancing act. Knowledge CentreA central function created by a company for managing knowledge resources. A typical knowledge centre will manage various knowledge resources — documents, databases, intranet content, expertise directories, etc. McKinsey, the consulting company, has a large knowledge centre in Gurgaon. This centre supports McKinsey consultants all over the world by providing them industry and company related information. Knowledge ChampionsPeople in different business units, divisions and functions, who support the central knowledge management team in implementing various knowledge management initiatives. Knowledge EnablersKnowledge creation and sharing are enabled under certain conditions: A high level of trust prevails in the company. Team based collaborative work is encouraged. Individuals enjoy considerable autonomy. Accountability exists at the group, not individual level. Co-operation is rewarded. There is a strong focus on customer satisfaction. Culture is clearly one of the most important conditions for the success of a knowledge management project. It is the hardest factor to build from scratch. An enabling culture has several different components. Employees must be bright and intellectually curious. They must be willing and free to explore. Knowledge-creating activities should be encouraged by the top management. Failure during experimentation should not be penalized heavily. Knowledge EngineersProfessionals who play a key role in converting the tacit knowledge of experts into explicit knowledge. Knowledge engineers are trained to deal with experts to derive the rules needed to create an expert system. These engineers also convert the data and rules into the format needed by the expert system. In some systems, there are if-then rules, others use decision trees, yet others link frames. Knowledge engineers are recommended when several experts are involved and it is expected that a lot of time will be taken to develop the system. Knowledge Growth FrameworkBohn has identified eight stages of knowledge growth. Knowledge does not exist. Knowledge is primarily tacit. Knowledge is mostly written. Knowledge is contained in methodologies. Records of processes and outcomes are maintained. Knowledge is embodied in operating manuals. Knowledge is found in empirical equations. Procedures and algorithms exist. There is codification in computer software and process manuals. Knowledge management becomes a natural part of work processes. This stage represents the ideal. Indeed, in companies with the most mature knowledge management practices, each business process would be entrusted with managing knowledge. There would be no need for a separate knowledge management function. Knowledge HarvestingThe process of making tacit knowledge more explicit, by capturing people’s knowledge in documents. Knowledge IntegrationCombining separate knowledge management programs into a more complete whole. This is a challenge that most organizations face. Knowledge management programs are more often than not, piecemeal and fragmented. 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