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Course Content
Session One: Course Overview
You will spend the first part getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.
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Pre-Assignment
Course Overview
Session Two: Definitions
Then, participants will learn the definition of knowledge, as well as the differences between tacit and explicit knowledge. The meaning and history of knowledge management will also be covered.
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What is Knowledge?
Assignments
What is Knowledge Management?
History of Knowledge Management
Session Three: The Business Case for Knowledge Management
In this session, participants will learn how knowledge management can reduce costs and grow sales. They will also learn how to build a business case for knowledge management. You will also examine the impact that knowledge management can have on business strategy and profit.
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Reducing Costs and Growing Sales with Knowledge Management
Assignments
Business Case Basics
Sample Knowledge Management Business Case
Assignments
Session Four: The Knowledge Management Mix
Next, participants will learn about three components vital to knowledge management: people, technology, and process. In this session, you will examine the relationship between these three essential knowledge management components.
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People
Assignments
Technology
Process
Assignments
Session Five: The Knowledge Management Framework
The knowledge management framework is comprised of four interdependent elements: needs analysis, resource identification, process analysis, and knowledge handling. In this session, participants will learn about the steps to building their knowledge management framework: needs analysis; resource identification; process analysis, identification, and construction; and accumulating, sharing, and storing knowledge. In this session, you will investigate what the four elements of the knowledge management framework are and how they work together.
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Introduction
Needs Analysis
Resource Identification
Process Analysis, Identification, and Construction
Assignments
Accumulating, Sharing, and Storing Knowledge
Session Six: ITandD’s Conundrum
A pre-assignment is designed to get you thinking about the topic, and to give you some indication of what is coming. In this example, the case study and the carefully crafted questions were intended to have you reflect on the vital role of knowledge within an organization. In this session, you will reflect on the answers you provided in the pre-assignment.
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Introduction
Assignments
Session Seven: Knowledge Management Models
Knowing the theory behind the practice can increase your knowledge and inform what you do. Having a foundational awareness helps you to understand the theory’s evolution and history in the business world and better enable you to see how this system will fit into your organization. In this session, you will investigate four different knowledge management models.
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The KM Process Framework (Bukowitz and Williams)
Knowledge Management Matrix (Gamble and Blackwell)
Assignments
Process Model (Botha)
Assignments
Knowledge Spiral Model (Nonaka and Takeuchi)
Session Eight: The Knowledge Management Toolkit
Cross-functional Teams, mentoring, organizational culture, and IT solutions are all techniques that you can use employ when implementing a knowledge management program in your organization. In this session, you will explore each of these techniques in depth. As you review the information, think about ways that you could use each technique in your workplace.
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Cross-Functional Teams
Assignments
Mentoring
Assignments
Organizational Culture
Assignments
IT Solutions
Which Technologies Would Be Best?
Assignments
Session Nine: Implementing Knowledge Management Initiatives
You see an organizational need for knowledge management. You understand what a knowledge management system is. You have the tools and information you need. Now it’s time to take action: it’s time to begin building the program. In this session, you will identify and investigate the necessary components for implementing a knowledge management program.
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Building Knowledge Networks
Creating a Knowledge Management Body of Knowledge (KMBOK)
Assignments
Creating a Chief Knowledge Officer (CKO) Position
Advertise for Your CKO
Assignments
Creating a Post-Mortem Plan
Assignments
Creating Measures
Assignments
Start With a Pilot
Assignments
Where Do I Put This?
Assignments
Support Your Organization Through the Change
Post-Course Assessment
Draft Lesson
Recommended Reading List
If you are looking for further information on this topic, we have included a recommended reading list below. Bergeron, Bryan. Essentials of Knowledge Management. John Wiley & Sons, 2003. Dixon, Nancy M. Common Knowledge: How Companies Thrive by Sharing What They Know. Harvard Business School Press, 2000. O'Dell, Carla, and Cindy Huebert. The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business. New John Wiley & Sons, 2011. Pasher, Edna, and Tuvya Ronen. The Complete Guide to Knowledge Management: A Strategic Plan to Leverage Your Company's Intellectual Capital. John Wiley & Sons, 2011. Rumizen, Dr. Melissie Clemmons. The Complete Idiot's Guide to Knowledge Management. Alpha Books, 2002.
Knowledge Management
About Lesson

Defining Knowledge

Knowledge can be defined as the understanding of a particular topic. This understanding can be acquired through formal education, informal education, and experience. We can have knowledge on many different topics and, given the right tools and environment, we have the capacity to learn new knowledge on any topic of our choosing.

When building knowledge, we usually use bits of data and information to assemble an understanding of a topic. What’s important in our knowledge assembly is that our data and information fit within a certain context. Think of putting together a puzzle. The picture on the box forms the context. We see the larger idea (context) and use the pieces (data and information) to put the picture together. Without the proper context, we cannot build the puzzle to see the larger picture.

In isolation, data and information has no value. With context, however, it can be used to lead to action. Let’s look at an example. You are a teacher grading a test that your students have submitted. You could potentially grade this test using your judgment, or you could use a tool for assessment, such as a prepared rubric. With your judgment alone, it is hard to get an in-depth knowledge of your students’ academic standing. Without a rubric to help guide you and give context, the bits of data and information you collect have little meaning. With a rubric, however, you have a clear, concise picture of where your students stand and you have the ability to communicate this knowledge to them. Based on this knowledge, you and your students can decide what action needs to be taken.

Tacit Versus Explicit Knowledge

Explicit knowledge can be defined as knowledge that can be easily transferred. It can be written down or told to you. This knowledge is easily captured and easily extracted. For example, if you would like to make banana bread and have the right tools, you can simply find a recipe and get to it.

Tacit knowledge is much more difficult to pinpoint. This knowledge is silent. It includes the knowledge that comes from experience, know-how, personal conclusions, and insights. This knowledge is hard to express or put into words.

For example, the act of riding a bicycle is a form of tacit knowledge. With time and practice, this act becomes second nature. However, if you had to teach someone else to ride a bike, you may find this process difficult to put into words. You may emphasize that they need to keep their balance, but this will not teach them to ride the bike. They need to develop their own tacit knowledge for this skill so that the skill becomes an automatic action. Unlike the recipe for the banana bread, tacit knowledge is difficult to communicate in a systematic manner.

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