UNIT IV

INTRODUCTION TO KNOWLEDGE MANAGEMENT

SUCHITRA PANDEY
FACULTY BBAU
Knowledge Management
 So, first stage is data or data is something which is unprocessed; it could be related to
facts or events or anything like that. Say for example, I say number of students in the
class, I say 15 or 20 it means that I am talking about the data but it is not a processed fact
but this data is converted into information when we try to organise this data into a
meaningful way.
 So, for example if we say there are 15 students in the class then we can classify or
organise them into different categories. Like, how many boys are there, how many girls
are there, right? So, in that way this becomes the information. Now this information
becomes knowledge when it is contextual, relevant and actionable.
 For example you know that okay in this institute the number of girls students are less are the
number of girls is 20% and 80% students are there. Now how are going to use this information for
taking certain actions. So, it has to have a context that it must be relevant it means that you are
going to make use of it. And then that information you can act upon it. That is why we say that
it is it should be actionable also.
 Now, as a software engineer, you are going to write a code and for that what kind of
information that you need is that how to write code? You have knowledge, sorry, Information
about what programming language. But this programming language is just give you
information about the way to write the program in a particular context. Now, suppose your
organisation asked you to write a program for customer for particular, specific act. Now, this
becomes the context that what is the use of it, why you are going to write it and then, when
you write a program that is going to be useful to the customer using coding information then it
becomes an action.
 Second is, it has a reflective element. Reflective elements means that you are going to reflect
on certain things based on the information. Suppose you have certain information that this is
going to happen in the organisation, okay. You know that new technology has come. Now,
how this technology is going to affect your organization. So, you are going to reflect upon that
and then you see that whether you are going to make use of technology or not. So, it has a
reflective element also. And why companies are going for using knowledge, because
knowledge provides you a good leverage. It means with the help of this knowledge you can
have a competitive edge over your competitors. It could be individual or it could be groups or
it could be organizations and it can provide you better returns.
 So, objective of having a knowledge management system is to see that how you can make use
of knowledge to achieve competitive advantage, to get better returns, to increase your
efficiency and productivity. And that is why we are using this knowledge management system.
The next characteristic is that it is dynamic.
 Dynamic means what? The dynamic means that the nature of knowledge keeps on changing. The kind of
knowledge that we use to have 70’s or 80’s or 90’s related to any domain has gone under significant
change. So that is why we say that nature of knowledge keep on changing. Let me give an example if
you look at Google which provides a lot of information about particular activities. Now when we say that
it is dynamic if you look at the nature of knowledge on any subject or in any domain and you search on
Google, you will find latest Information on latest knowledge in that particular field. What does it mean? It
means that the nature of knowledge keep on changing because it is updated over a period of time.
 So, new knowledge is coming which could be useful, more relevant and also if you look at the last point,
that is, it evolves over time with experiences. The nature of knowledge keeps on changing and as you
grow, as you learn and as you experience, the kind of knowledge that you accumulate and store with
you keep on changing. So knowledge is very important and that is why we are going to have this course
on knowledge management. And however to manage this knowledge in world which is going to change
because with technology, because of the economy, because of the environment and that is why we
have a course on knowledge management. I hope that it is going to be useful to you. It is also a human
capital. Why we say that it is human capital? Because knowledge resides with the people or it could also
reside with group or resides with the organization.
If you look at these things, what is happening? The down, the arrow that is coming from top to bottom, it
means, at the bottom of the pyramid, you will find data, which is more objective which is more complete,
the move, the more you move up okay the level of completeness goes down. It means that in terms of
volume, completeness and objectivity facts are at the best okay. And then, you move up in the hierarchy.
But, at the same time, when you look at the value ok, the value resides more in knowledge, wisdom and
something like that. But if you look at this structure, it is less structured; it is more subjective because the data
and the information that we have, this is more organised and complete. And more structure compared to
the knowledge because they are going to make use of that in a particular context and the kind of wisdom
that we have okay. So, if you look at the difference in terms of objectivity and subjectivity, you will find the
data is more objective. And while knowledge and go beyond knowledge is more subjective, okay.
So, most of the explicit knowledge is actually available in documented form. So, for example book
in the library. So, whatever information is available it is explicitly given in the book and you can
have it. So, it is explicit in the sense that you can go through it, you can read it, you can make use
of it ok and you can easily codify it. So, library, since it is an example of explicit knowledge
because the books are organised and classify using coding system and that it is we say that it is
more structured. So, explicit knowledge is more structured and it is organized, codified and
classified in such a way so that retrieval is very, very easy. So, you can easily manipulate it, share it
or a taught it or learn it okay.
Moving from explicit to tacit knowledge and when I am talking about tacit knowledge it is very,
very unstructured, highly unstructured you can say. Because it resides in the head of the people
okay. So, once it resides in the head of the people it means that it is subjective, it is based on the
experience, knowledge, intuition that a person has, right. And it is not documented in any form. So,
you cannot get it easily, right. And it is very, very personal because it is with me or it is with you and
how to do it. But the processes are not documented in a particular form, say, for example, if a
person does certain things using certain processes, now, these processes are known to that person
only. If that process is known to that person only, then what will happen? He will use those
processes to perform job. But these processes are in the mind of that particular individual and how
to do it.
It is not available in a documented form. So, it is not formalized or documented because it is very,
very personal the way the person is doing the job, okay. What is there in when you say that it is
tacit, it could be related to experiences and that mental math that you form, about doing certain
things, your insights, your expertise, your how to do things, secrets related to traits, your skill set,
understanding, comprehension ability all this is related to tacit knowledge. So, now what we have
done is we have tried to examine what is knowledge and what are the different types of
knowledge. See the most important thing here is to talk about explicit and tacit knowledge. So,
explicit is that is available in some form. Tacit is that is not available, which is not formal, which is
with the people.
Forces Driving Organizational Issues in KM

 Knowledge management (KM) is essential for organizations to leverage their collective

knowledge effectively. However, several forces can drive issues within KM systems.
Here are the key factors:
Organizational Silos
Resistance to Change
Complexity of Information Systems
Lack of Leadership Support
Inadequate Training and Support
Measurement and Evaluation Difficulties
An organizational silo is a team, department, or group of people that are segmented
from the flow of information from other parts of your business. This can happen both
intentionally and unintentionally. Organizational silos typically occur because different
teams create unique processes and use their own specific tools to complete their work.
This means that your engineering team’s workflow will look different than your marketing
team’s work. Inadvertently, these teams end up siloed off from one another.
Organizational silos can prevent knowledge management by hindering the sharing of
knowledge and best practices across teams. This can lead to a number of negative
consequences, including:
Missed opportunities: When teams don't collaborate, they may miss out on emerging trends
and market opportunities.
Inconsistent customer experience: Without collaboration, different teams may prioritize
different things, leading to a confusing interface or other inconsistencies.
Duplicated efforts: When teams don't communicate, they may end up doing the same work,
wasting time and resources.
Decreased employee satisfaction: Employees who feel disconnected from the organization
may be less motivated and engaged.
Slow onboarding: New hires may have a harder time getting up to speed when they don't
have access to the right information.
1. Boost transparent communication
One of the easiest ways to break down organizational silos is to simply build a bridge with
clear communication. When this starts with the leadership team, the entire organization
has a good example of how the flow of information should go, how team collaboration
works, and how the organizational culture contributes to achieving goals. When the
leadership team leads by example, their direct reports will mimic their behavior. The more
people who communicate effectively in your organization, the better.
2. Encourage regular cross-collaboration
If you want your team to be comfortable working and connecting with teams outside
their own, make sure that they have opportunities to do that. Establish cross-
functional tiger teams for specific projects, or regularly connect with cross-functional
partners to ensure that bonds stay strong. Create best practices for how to
communicate with other departments and lay the foundation for a long-lasting
partnership.
3. Establish one consistent system of record
One of the easiest ways to ensure your different teams are sharing information is to
establish one central system of record. When everyone has access to the different work
that cross-functional teams are working on, it’s much harder for silos to form. This kind of
transparency helps cross-collaborative teams better strategize their work together.
4. Connect work to measurable goals
It’s not just about setting goals, it’s about setting goals that your team can actually
achieve. Make sure to use measurable goal setting techniques like SMART
goals or OKRs so that cross-collaborative team leaders can create complementary
strategies and prevent duplicative work. Once goals are set, connect the work your team
completes to those measurable results. By directly connecting your team’s work to those
measurable goals, you can help them understand how their work matters.
5. Institute a system of checks and balances
No one team should have control in decision making—establish ways for teams that
commonly work together to have some checks and balances, so there isn’t a monopoly
on decision making. While not a common occurrence, it is possible for one team to
dominate over another if they have more resources, or a higher stake in the matter. One
way to ensure that everyone has a say regardless of what team they are on is to
use group decision making techniques.
Resistance to change can prevent knowledge management from being successful:
Employees are reluctant to change: Employees may be comfortable with their current routines and
may not see the value of new knowledge management systems. They may also be concerned
about the time commitment required to learn new methods.
Resistance can hinder change: According to McKinsey, 70% of change programs fail due to
employee resistance. Resistance to change can also negatively impact employee productivity.
Communication is key: How you communicate the change can have a big impact on
resistance. You can try to overcome resistance by:
• Clearly communicating the benefits of the new system
• Involving employees in the change process
• Providing training and support
• Addressing concerns openly
• Providing channels for feedback
Complex information systems can hinder knowledge management:
Outdated methods
Employees may have their own systems and methods for finding knowledge, which can be
outdated and inappropriate for a modern knowledge management system.
Outdated information
Knowledge management systems can be limited by the quality of the information they
contain. Outdated or inaccurate information can lead to poor decision-making and a lack of trust
in the system.
Inadequate systems
Outdated or inadequate systems can make it difficult for employees to access and contribute to
the knowledge base.
 1. Inefficient Information Retrieval
• Search Limitations: Older systems may lack advanced search functionalities, making it difficult
for employees to find relevant information quickly. This can lead to frustration and wasted time.
• Poor User Interface: If the system is not user-friendly, employees may struggle to navigate it,
discouraging them from using it altogether.
 2. Incompatibility with Modern Tools
• Integration Issues: Outdated systems may not integrate well with newer applications or tools
that employees are using, leading to fragmented workflows and information silos.
• Limited Accessibility: If the system is not cloud-based or mobile-friendly, employees may face
challenges accessing the knowledge base remotely or on various devices.
Lack of leadership support can lead to issues in knowledge management:
Lack of direction
Without leadership support, knowledge management initiatives may lack direction and
momentum.
Lack of buy-in
Without leadership buy-in, employees may not be motivated to participate in knowledge
management initiatives.
Failure of projects
Insufficient or ineffective support from top managers can lead to the failure of knowledge
management projects.
Weakened effort
If there is a lack of support for knowledge management practices at the top, the effort will weaken
after the initial implementation.
Note: Leadership buy-in is when a leadership team actively supports and agrees to a shared vision
or goal. It's more than just agreeing to a plan, it's about believing in the vision and being ready to
contribute to its success.
Inadequate training and support can lead to a number of issues in knowledge management,
including:
Low adoption: Employees may be reluctant to adopt new technologies or platforms if they don't
receive adequate training. This can lead to underutilized systems and wasted resources.
Poor employee support: When knowledge management is inadequate, employees may not
receive personalized support. This can lead to generic answers and lower employee engagement
and productivity.
Inefficient knowledge management: Without employee use, a knowledge management platform
won't perform to its potential.
Increased operational costs: When employees can't access the information they need, they're
more likely to make mistakes that can lead to costly rework, customer dissatisfaction, and legal
complications.
Wasted employee time: Employees may spend more time searching for information than they do
working.
Knowledge Measurement and Evaluation Difficulties lead to organizational issues in knowledge
management.
Lack of measurement
If a knowledge management system isn't assessed for success, it may not be adopted widely.
Tacit knowledge
Tacit knowledge is internalized and not formally captured. It can be difficult to decide which parts
of tacit knowledge to convert to explicit knowledge.
Theory-practice gap
Many knowledge management frameworks are presented in a conceptual form, without action
plans for implementation. This can create a gap between the theory and how it's applied in the
real world.
Organizational silos
Organizational silos, unintuitive structures, and poor search functions can make it hard to access
data. This can be especially challenging as an organization grows and accumulates more
information.