Knowledge Resources

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Knowledge Resources Management

• SHEEO/NCES Network Conference IPEDS Workshop
  4/1/04John MilamHigherEd.org, Inc.

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km.gov
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Why is there a km.gov?

• High federal staff turnover retirements
• Lack of adequate training
• Tendency toward preserving status quo
• Minimize loss risk
• Improve organizational efficiency
• Embrace innovation
• Serve customers better more efficiently

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The high cost of not finding information

• Knowledge workers spend from 15 to 30 of their
  time searching for information
• Searchers find what they look for only 50 of the
  time or less
• 40 of corporate users report they cant find the
  information they need to do their jobs on their
  intranets
• How much time is spent reworking or recreating
  information because it has not been found?
• (Feldman, 2004, p. 9)

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Knowledge has become the key economic resource
and the dominant - and perhaps even the only
source of competitive advantage.

• Peter Drucker

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Why? What is KM?

• Knowledge management (KM) provides the processes
  structures to create, capture, analyze, act
  on information
• Highlights conduits bottlenecks
• Emphasis is on human know-how and how to use it
  for maximum return
• Recognition that in a volatile climate, actions
  must be anticipatory, adaptive, based on a
  faster cycle of knowledge creation
• from km.gov Fast Facts

7
Building KM Capacity throughout Government

• OMB GAO identifying viable approaches to KM
• Congress mandating KM development leadership
• Federal KM leaders increasing collaboration about
  KM across the government
• Unions supporting knowledge sharing innovation
  challenges in agencies
• Employees creating communities of practices for
  sharing expertise
• KM Quick A KM Tool for Government Practitioners

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Knowledge is a fluid mix of framed experience,
values, contextual information, and expert
insight that provides a framework for evaluating
and incorporating new experiences and
information. It originates and is applied in the
minds of the knowers. In organizations, it often
becomes embedded not only in documents or
repositories, but also in organizational
routines, processes, practices and norms.

• Davenport Prusak

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Types of knowledge

• Tacit knowledge Our know-how, including the
  ability to reason, make decisions and take action
  derived from individual experience, beliefs, etc.
  
• Explicit knowledge Written, codified, or
  imbedded knowledge that has been transferred to
  workgroups or to the organization.
• Social knowledge is shared informally between
  individuals, and within groups, communities, and
  networks. It may be either explicit or tacit.
• Customer knowledge is both knowledge the customer
  holds and knowledge about the customer.
• KM Quick A KM Tool for Government Practitioners

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KM includes

• Business communications intelligence
• Enterprise content management (ECM)
• Portals Intranets
• Data collection
• Data marts warehouses
• Data mining
• Decision support systems/EIS
• Document management systems
• Records management
• Customer relations management (CRM)
• Taxonomies

11
KM initiatives include

• Capture and share best practices (77.7)
• Provide training, corporate learning (62.4)
• Manage customer relationships (58.0)
• Deliver competitive intelligence (55.7)
• Provide project workspace (31.4)
• Manage legal, intellectual property (31.4)
• Enhance web publishing (29.9)
• Enhance supply chain management (20.1)

Dyer McDonough (2001)
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Managing learning knowledge requires more than
small-time tinkering within the organization.
Success demands a paradigm shift in
organizational thinking.

• Learning through Knowledge ManagementAhmed, Lim,
  Butterworth (2002)

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Challenges to Implementing KM

• Employees have no time for KM (41.0)
• Current culture does not encourage sharing
  (36.6)
• Lack of understanding of KM benefits (29.5)
• Inability to measure financial benefits of KM
  (24.5)
• Lack of skill in KM techniques (22.7)
• Organizations processes not designed for KM
  (22.2)
• Lack of funding for KM (21.8)

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Challenges to Implementing KM cont.

• Lack of incentives, rewards to share (19.9)
• Have not yet begun implementing KM (18.7)
• Lack of appropriate technology (17.4)
• Lack of commitment from senior management (13.9)
• No challenges encountered (4.3)
• Dyer McDonough (2001)
• Value mistakes

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KM Leadership

• KM leader is not usually a top dog
• Only 8 of KM projects start by CEO support
• Most KM implemented at grassroots level
• Difference between organic vs. mechanistic KM
• Most of the roles, responsibilities, tools of
  KM are already assumed by the work of SHEEO CIOs
• KM involves a mindset about data processes that
  SHEEO CIOs already have
• SHEEO CIOs are uniquely poised to be grassroots
  government leaders in KM

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8 Cs of KM Success

• Connectivity to Intranet tools
• Sophisticated strategies to manage content
• Large numbers of communities of practice
• Culture of knowledge-centricity innovation
• Building capacity for knowledge-centric behaviors
• Spirit of internal external cooperation
• Commerce price reward contributions
• Substantial capital investments strict metrics
• Rao (2003)DestinationKM.com

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KM competencies include

• Interpersonal
• Knowledge sharing/communication
• Collaboration
• Communities
• Service orientation
• Personal knowledge cognitive capacity
• Analytical
• Synthesis, systems
• Research

18
KM competencies include

• Managerial/leadership
• KM vision/strategy
• Business case/assessment
• Human capital, competency management
• Improvement/quality
• Resourcing
• Analysis research
• Innovation
• KMPro Certified Knowledge Worker program

19
What is your organizational personal KM
strategy?