Introduction to KM Kampala CIKM Workshop 2013 Joost Lieshout
Good to know Introductions Your CIKM experience
Outline CIKM Sessions Tuesday Introduction to KM & Groupwork Introduction to (CI)KM Strategy Wednesday (tentative) Groupwork on CIKM strategy (& workplans) Tool to map CIKM stakeholders Draft the ICKM questionnaire (Groupwork) Virtual Hub and Website
Introduction KM Definition Production factors > knowledge workers > knowledge intensive organizations Why Knowledge management? Knowledge management approaches KM: Integral Approach Enablers / Barriers Group work 16-4-2013 Page 4
What is Knowledge? Knowledge = Information * Experience + Skills + Attitude
Production Factors Labor Capital Raw materials Knowledge 16-4-2013 Page 6
We manage our: Labor (Raw) materials Capital/Finances People Business vs. Knowledge management But: Do we manage our knowledge processes and knowledge organization? 16-4-2013 Page 7
Knowledge workers Knowledge workers The term knowledge workers refers to people who, to perform their main tasks on an ongoing basis, have to do a relatively high amount of learning and therefore have to continue to develop. Very few routine skills are required of knowledge workers. The environment is dynamic and requires flexible adaptation to the new context on a regular basis. The terms professional and knowledge worker are interchangeable Knowledge intensieve organizations/networks Characteristics? 16-4-2013 Page 8
Why knowledge management? Knowledge management is the instrument to: Create best possible knowledge organisation, at explicit level, as well as tacit level Create conditions for KIO: Knowledge Intensieve Organization Innovation Knowledge creation Knowledge sharing and use 16-4-2013 Page 9
Knowledge (management) ICT (early 90 s) approaches HTD HRM (late 90 s) Organization (21 st century) Integral approach (People, Process & Technology) 16-4-2013 Page 10
KM: Integral Approach 16-4-2013 11
KM: Organizational aspects 16-4-2013 12
KM: Knowledge Creation
KM: Knowledge Storage
KM: Knowledge Use
KM: Enablers
KM: External Factors
KM: Products and Services
KM: Integral Approach
KM: Your Status
Foundation: Strategy and Knowledge Strategy Reliable, competitive products operational excellence Visie Missie Collectieve ambitie Kennis ambitie innovation Product leadership customer intimacy Client optimized Doel 1 Doel 2 Doel 3 Kennisdoel 1 Kennisdoel 2 Kennisdoel 3 Bedrijfsstrategie Kennisstrategie top-down bottom-up Given current infrastructure
Symbols Heroes Rituals Values Common Practice Culture: Common Values
Your Organizational Structure Flat Project plant bedrijfs man monitor zorg drager voor zitter vormer specialist bronnen vinder groeps werker Matrix
ondersteunend gedrag Management Style veel hoge competentie lage betrokkenheid lage competentie lage betrokkenheid inventariseren beschikbare kennis - alle rollen - in combinatie - beheerder - integrator ontwikkelen van nieuwe kennis - innovator - integrator weinig hoge competentie hoge betrokkenheid lage competentie hoge betrokkenheid delen van kennis - integrator - uitvoerder weinig sturend gedrag veel toepassen van kennis - uitvoerder - integrator Supportive or Directive hoog integrator innovator evalueren van kennis - beheerder mens gericht innovatie gericht flexibiliteit beheers gericht resultaat gericht laag beheerder uitvoerder 16-4-2013 intern orientatie extern 24
Personell/Staff hoog Verwachte bijdrage Ster Productie tijger Trainee Verteller Standaard ontwikkeling van een kenniswerker Competentie management Personeels planning laag hoog laag Bijdrage aan organisatie doelstellingen Beoordeling en beloning Kennis management en personeels instrumenten Persoonlijk ontwikkel plan Training en development Werving en selectie 16-4-2013 25
Knowledge Enablers / Barriers Enablers are opportunities that enable a knowledge friendly organization and facilitate effective and efficient knowledge processes. Barriers are obstacles who prevent effective and efficient knowledge processes.
IFAD project To complement support already committed by the European commission, the proposed support from IFAD will contribute to two objectives of AFAAS which are: Strengthen the capacity of country level advisory service stakeholders in determining own priorities and in improving their advisory service systems. This will be done by facilitating the establishment of AAS country fora and enhance their capacity to manage the information and knowledge that AAS providers need from national, regional and international sources to respond to farmers demands and to develop innovative ways of responding to these demands; and; ii Facilitate the availability and accessibility of appropriate and up-todate knowledge on advisory services from a range of sources in Africa and worldwide. This will done by Facilitate access and utilisation of new knowledge and insights on how to effectively develop networks of AAS providers at national, regional and international levels.
Group Work (1) Knowledge Processes 1. Give some example of knowledge processes 2. What are practical examples of knowledge enablers and barriers in the AFAAS-CF knowledge processes? Groups 3/4 persons
KM: Integral Approach
Group Work (2) Organizational Aspects 1. What are practical examples of knowledge enablers and barriers in the AFAAS-CF organizational aspects? Groups 3/4 persons 16-4-2013 Page 30
Developments within AAS 1. Recent development within AAS. 2. How is this influencing your work/activities within AFAAS-CF. 3. How is this affecting knowledge management / how is this affecting your knowledge organization (being AFAAS-CF). 16-4-2013 Page 31
Questions? Introduction Closure