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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

You have completed a needs analysis. You know from factual data that a knowledge management program is necessary to help take your company to the next level. Now you must identify what resources you have and what resources you need to implement this change. Enter the Resource Identification stage. This stage of the knowledge management framework is designed to look at the resources you have and the resources you need to make the organizational change.

Here are some sample questions to guide you through this process:

  • What is my budget? What are my budgetary constraints? Where would the money best be spent?
  • How much time will be needed to implement this program? What are my time constraints?
  • Who within the organization will I involve in this project?
  • Do I need to seek help outside of the organization to accomplish my goals? If yes, who do I need to speak with?
  • Is it necessary for us to upgrade any of our systems to implement this process? For example, if we plan on installing a new collaborative IT solution, are our existing hardware and software sufficient, or will we need to upgrade?
  • Do we need training for the any of the proposed changes?

Answering these questions will better enable you to identify what resources you have and what you need. One important point to note is that resources are not always tangible. The list of questions provided above focus on time, money, and human assets, but not all resources are physical.

Steps for Resource Identification

When identifying resources, follow these five steps:

This will help pinpoint what you have (or need to have) and to give you focus on your next steps. Let’s examine these phases and use an example to illustrate the process. Imagine you are trying to make changes to the way your business does its accounting.

Scan your Environment: This stage requires you to look at the existing accounting processes. What changes need to be made? Do you need more personnel or changes in software?

Examine Existing Resources: Once you have identified the problem, look at what resources currently exist that could offer a solution. In the accounting example, you have determined that a change in software is necessary.

What Fits Our Need: Now you need to decide which software program will fit your need. Outline what you are trying to accomplish. Then, list the resources available and list how each of them measures up against your needs.

Internal, External, or Create: You know you need to make changes to your software. After examining your current accounting resources, you can determine whether or not your need will be met by enhancing existing software or purchasing new software. At this stage, you should be able to determine if you need to enhance your existing internal software, acquire external software, or create new software to solve your problem.

Next Steps: You have identified your problem and assessed your resources. Now you need to implement an appropriate solution. For the purposes of our example, it has been determined that a new software program will need to be implemented. Now you need to sort out how this development will happen. Ask yourself:

  • What program will you choose?
  • What budget do you need?
  • What training will you need to develop to support this new resource?

 

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