What Is Knowledge Management?Join now to read essay What Is Knowledge Management?What is Knowledge Management?Knowledge Management is the collection of processes that govern the creation, dissemination, and utilization of knowledge. These processes exist whether we acknowledge them or not and they have a profound effect on the decisions we make and the actions we take, both of which are enabled by knowledge of some type. If we accept the premise that knowledge management is concerned with the entire process of discovery and creation of knowledge, dissemination of knowledge, and the utilization of knowledge then we are strongly driven to accept that knowledge management is much more than a “technology thing” and that elements of it exist in each of our jobs.
The phrase is a reference to a 2011 report by a respected sociologist, Robert Johnson, titled “Understanding Creativity and the Self-Interest” that found that only 9% of students in high school identify as a creator, compared to the 20% who identify as a “self-involved individual and social worker.” Johnson did not include any of the 5,000-plus student groups he identified as creative enterprises of thought or action, but his findings were consistent with what the sociologist described as a phenomenon known as free-market culture. Free-market culture seeks to limit competition, regulate the supply and demand of what is good, and thus preserve value; that is, to minimize or eliminate the value of certain sources of human welfare. Free-market culture attempts, Johnson said, to promote a kind of “festival of excellence” around these things and to force, by making some purchases, a certain quantity of high quality new and/or higher quality product in exchange for a price. Free-market culture promotes self-interest.
Johnson’s analysis makes a number of points for people who like to read about creative activities. First of all, Johnson cited the recent work of a Yale professor, Robert M. Smith, who argued that “creative activity is not intrinsically immoral.” For Smith, which includes a variety of creative endeavors, creativity is not an end in itself. Rather, a person has to be “in essence, engaged in the process of creating.” In short: when a person participates in creative activity, that activity should be good, creative. But while making a single purchase or doing a specific act, doing that activity can always be a form of self-interest—and there could still be an individual in every position who is doing something wrong.
Smith’s article is helpful in trying to explain this concept, which is that “creative activities are not intrinsically immoral.” To give a closer look at that concept in detail, to be an avid reader of SRS and to appreciate the meaning this might have, we could look specifically at what Smith and others like him believe is the fundamental reason creationism is promoted by creative practitioners. Smith asserts that “the problem of creationism is that it’s about giving people a way to express their creative power without trying to impose on them the right conditions for it to be accepted as fact.” In other words, Smith claims that when creativity is created (which he certainly does not argue it is), it can be “created just so that the world, through natural laws, may be free from the constraints of religious dogma.” And, Smith continued, if that means that “everything, from birth to death, occurs on a purely natural basis,” then we want to think logically about what that means.
Smith’s argument suggests that in order for people to be inspired by creativity, creationism must eventually require “reward. In the case of religion, this is not reward but rather obligation. For example, given the religious belief that humans are capable of seeing and understanding what is good, it can be assumed that God would reward creation more if the existence of humans were realized.” Smith
The phrase is a reference to a 2011 report by a respected sociologist, Robert Johnson, titled “Understanding Creativity and the Self-Interest” that found that only 9% of students in high school identify as a creator, compared to the 20% who identify as a “self-involved individual and social worker.” Johnson did not include any of the 5,000-plus student groups he identified as creative enterprises of thought or action, but his findings were consistent with what the sociologist described as a phenomenon known as free-market culture. Free-market culture seeks to limit competition, regulate the supply and demand of what is good, and thus preserve value; that is, to minimize or eliminate the value of certain sources of human welfare. Free-market culture attempts, Johnson said, to promote a kind of “festival of excellence” around these things and to force, by making some purchases, a certain quantity of high quality new and/or higher quality product in exchange for a price. Free-market culture promotes self-interest.
Johnson’s analysis makes a number of points for people who like to read about creative activities. First of all, Johnson cited the recent work of a Yale professor, Robert M. Smith, who argued that “creative activity is not intrinsically immoral.” For Smith, which includes a variety of creative endeavors, creativity is not an end in itself. Rather, a person has to be “in essence, engaged in the process of creating.” In short: when a person participates in creative activity, that activity should be good, creative. But while making a single purchase or doing a specific act, doing that activity can always be a form of self-interest—and there could still be an individual in every position who is doing something wrong.
Smith’s article is helpful in trying to explain this concept, which is that “creative activities are not intrinsically immoral.” To give a closer look at that concept in detail, to be an avid reader of SRS and to appreciate the meaning this might have, we could look specifically at what Smith and others like him believe is the fundamental reason creationism is promoted by creative practitioners. Smith asserts that “the problem of creationism is that it’s about giving people a way to express their creative power without trying to impose on them the right conditions for it to be accepted as fact.” In other words, Smith claims that when creativity is created (which he certainly does not argue it is), it can be “created just so that the world, through natural laws, may be free from the constraints of religious dogma.” And, Smith continued, if that means that “everything, from birth to death, occurs on a purely natural basis,” then we want to think logically about what that means.
Smith’s argument suggests that in order for people to be inspired by creativity, creationism must eventually require “reward. In the case of religion, this is not reward but rather obligation. For example, given the religious belief that humans are capable of seeing and understanding what is good, it can be assumed that God would reward creation more if the existence of humans were realized.” Smith
Knowledge Management process cycleIdentify, extract knowledge from primary sourcesEdit, refine haw knowledge into processed knowledgeOrganize processed knowledge and making it accessiblePackaging, publishing , disseminating knowledgeManage the whole cycle, design the information architectureFollowing are five steps that are crucial to the success of a KM initiative:1. Understand key business drivers. To be worth the investment, a KM initiative must improve the bottom line by either increasing revenue or reducing cost. If the value of the initiative cant be defined before it is implemented, what chance is there that it will be adopted by your organizations people and deliver value once it has started?
2. Identify the key drivers and ensure that they are the most important. It is a case of how long the effort will take.
3. Identify the priorities. A KM initiative must be responsive to the needs of your customers over the long term. There is a risk of missing the best customers out.
4. Create a target market that will give your clients the confidence to buy KM as opposed to a more conventional company like some of the major retail chain groups. This is especially true for a group where many of them are based. For example, if one or two of the customers buy km-brand, their average cost will be more than that of their average budget of $1.50 for a traditional business. If you see this as a competitive advantage, you can implement a KMM that is more attractive to your customer base. To date, there are no successful KMMs by their type. Instead, their results are of a high quality. You may be able to achieve this by using better business models to make use of the value of their knowledge.
5. Determine the key trends and priorities of the team. The best KM programs will use the most value for the potential clients and the best money for the stakeholders, and the best clients only pay for the products that they need to run. To make sure that value is being generated, organizations will choose a product that matches the needs of each of their stakeholders. Each value will have its own priorities, with values of how much that product should generate a client and how much it should cost for people paying for that product’s service. The only difference between a KM program and a traditional program is the cost of running the program. It is important that everyone has the same vision. Many of your potential customers have different ideas how to run a business. Some users are too good at doing it that no one else. This is because users do not have the same level of knowledge and knowledge of their competitors, because they are so short of customers. The better the customer, the easier it is for them to work with us. This way, they will have a higher level of control more easily for a business to succeed. The same is true of other stakeholders. In other teams, the more people that users have in their organization and the more they work actively with them, the more they will work towards better product. This is true both with their organization and with their customers. Because they are all likeable people who are doing exactly what they want to do that creates a sense of loyalty to someone they know well. In a KM program, that has to be a priority. The best things to do with clients are never the product, it may be the customers, the business, but the value created by making sure the product is made for them. In order to be successful with a KM program
2. Get executive sponsorship. One of the goals of a KM initiative is that employees will collaborate with each other more willingly and effectively, sharing their knowledge and skills. This can amount to a momentous change of organizational culture, and it is never easy. Strong executive sponsorship can be the difference between success and failure.
3. Analyze knowledge. A common pitfall with KM is to attempt to collect and distribute all knowledge in the organization. The cost of collecting and categorizing the enormous amount of data is likely to be excessive. A careful analysis of your organizations knowledge is crucial.
4. Provide rewards and recognition. Some individuals perceive that it is in their interest to hoard knowledge because then they come to be recognized as experts and indispensable resources. To make KM successful, such behavior must be changed. Incentives do not need to be in the form of direct financial compensation: Visible recognition across an organization as an expert who contributes his or her knowledge may be incentive enough.
5. Implement in phases. Breaking the initiative down into manageable phases is. Phased implementation also has another benefit: It makes it possible to measure user adoption and identify best practices for your organization.
British Petroleum and Knowledge ManagementBritish Petroleum has a worldwide reputation for commitment to knowledge management. The Company’s management realized that the speed and success of future developments depended on effectively sharing those lessons learned with all of its asset teams. BPs knowledge management approach is encompassed by a simple framework, which describes a learning cycle – before, during and after any event – which is supported by simple process tools.
Xerox and Knowledge ManagementAt Xerox, knowledge