Scribd
Upload
1 views

October-21-2024-Process-of-Knowledge-Management

Knowledge Management (KM) is a structured approach to identifying, capturing, organizing, sharing, and applying knowledge to enhance organizational performance. The KM process includes eight key components: identification, acquisition, creation, organization, sharing, application, evaluation, and retention of knowledge, supported by people, processes, technology, and culture. Common barriers to effective KM include lack of motivation, inadequate infrastructure, cultural resistance, and unclear ownership.

Uploaded by

mary.eigeldumaguing
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
1 views

October-21-2024-Process-of-Knowledge-Management

Knowledge Management (KM) is a structured approach to identifying, capturing, organizing, sharing, and applying knowledge to enhance organizational performance. The KM process includes eight key components: identification, acquisition, creation, organization, sharing, application, evaluation, and retention of knowledge, supported by people, processes, technology, and culture. Common barriers to effective KM include lack of motivation, inadequate infrastructure, cultural resistance, and unclear ownership.

Uploaded by

mary.eigeldumaguing
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 14

KM Processes

TCM 311A – KNOWLEDGE MANAGEMENT


The process of Knowledge Management (KM) involves a
identifying, capturing,
structured approach to

organizing, sharing, and applying


knowledge to improve organizational performance and create
value.
It integrates

people,
processes,
technology and
culture
to ensure that knowledge is effectively managed and leveraged
within an organization.
1. Knowledge Identification
Purpose: Recognize and pinpoint valuable knowledge that
exists within the organization, as well as gaps in knowledge.
Key Actions:
• Identify explicit knowledge (documented) and tacit knowledge
(experiential).
• Determine key knowledge areas (e.g., skills, expertise, data)
needed to meet organizational goals.
• Conduct knowledge audits or inventories to map out existing
knowledge resources.
2. Knowledge Acquisition
Purpose: Collect new knowledge from both internal and external
sources.
Key Actions:
• Acquire knowledge through research, development, or learning
from past projects.
• Tap into external knowledge sources such as market reports,
partnerships, and industry experts.
• Integrate knowledge gained from employees, stakeholders, or
customers.
3. Knowledge Creation
Purpose: Generate new knowledge through innovation,
learning, and collaboration.
Key Actions:
• Encourage innovation through cross-functional teamwork or
collaboration.
• Conduct research and development (R&D) to develop new ideas
or products.
• Capture tacit knowledge (individual insights or expertise) through
processes like brainstorming or lessons learned sessions.
4. Knowledge Organization and Storage
Purpose: Structure and store knowledge in ways that make it
accessible and useful to others.
Key Actions:
• Codify and organize knowledge into repositories, databases, or
knowledge management systems.
• Create clear categories or taxonomies for easy retrieval (e.g.,
document libraries, wikis, databases).
• Ensure that the knowledge is easily searchable and structured in
a way that makes sense for the organization.
5. Knowledge Sharing and Dissemination
Purpose: Facilitate the flow of knowledge within the
organization and beyond.
Key Actions:
• Share knowledge through formal (training, presentations)
and informal (peer-to-peer, mentoring) means.
• Use digital platforms (intranets, collaboration tools) to
distribute knowledge widely.
• Foster a knowledge-sharing culture by encouraging open
communication and collaboration.
• Promote knowledge sharing across organizational
boundaries, reducing silos.
6. Knowledge Application
Purpose: Use the knowledge effectively to improve
decision-making, performance, and innovation.
Key Actions:
• Apply knowledge in decision-making processes to
enhance efficiency and solve problems.
• Integrate knowledge into business processes,
product development, and service delivery.
• Encourage employees to use best practices and
lessons learned from previous experiences.
7. Knowledge Evaluation and Refinement
Purpose: Continuously monitor and improve the
effectiveness of knowledge management activities.
Key Actions:
• Evaluate the impact of knowledge use on
organizational performance and decision-making.
• Gather feedback from knowledge users to identify
gaps or inefficiencies.
• Update or refine knowledge to ensure it remains
relevant and accurate.
• Incorporate lessons learned and improve KM
strategies over time.
8. Knowledge Retention
Purpose: Preserve critical knowledge within the
organization, especially when key personnel leave or
retire.
Key Actions:
• Implement succession planning and knowledge
continuity processes.
• Store institutional knowledge in accessible formats
(e.g., documentation, knowledge bases).
• Develop mentorship or apprenticeship programs to
transfer knowledge from experienced employees to
new hires.
8. Knowledge Retention
Purpose: Preserve critical knowledge within the
organization, especially when key personnel leave or
retire.
Key Actions:
• Implement succession planning and knowledge
continuity processes.
• Store institutional knowledge in accessible formats
(e.g., documentation, knowledge bases).
• Develop mentorship or apprenticeship programs to
transfer knowledge from experienced employees to
new hires.
Supporting Elements
of Knowledge Management:

People: Knowledge workers, leaders, and teams in


creating and sharing knowledge

Processes: Structured workflows, methodologies, and


best practices that support the management of knowledge

Technology: Tools that enable knowledge management,


including databases, collaboration platforms, and AI-driven
solutions

Culture: Creating an organizational environment where


knowledge sharing is encouraged, and learning is
continuous
Common Barriers
to Knowledge Management:
• Lack of motivation to share knowledge
• Inadequate KM infrastructure or technology
• Cultural resistance to change
• Lack of clear ownership or responsibility for
managing knowledge

You might also like