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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

A knowledge network can be defined as either individuals or groups of people that network in the effort to share, build, create, disseminate, and apply knowledge. Let’s examine some common types of knowledge networks and how to build them.

Knowledge Networks

Communities of Practice

Communities of practice are learning communities formed when people voluntarily come together to share information about a common topic of profession. Communities can be formed based on common interests or with the intent of solving a problem or goal. The function of these communities is to connect people in the effort to build and share knowledge.

Communities of Interest

Communities of interest are similar to communities of practice but they are less focused. They do not require a Community Coordinator to facilitate knowledge sharing and can have a much larger membership than communities of practice. The function of these communities is to share knowledge, but this process takes place in a much less formal environment than communities of practice.

Cross-Functional Teams

A cross-functional team is a group of employees that have a diverse background working toward a common goal. For example, you may have people from HR, Manufacturing, and Training and Development all mixed together. Members may also be invited to join the team from outside the organization.

The life span of a cross-functional team is much like a community of practice. If people see value in these teams, they will continue to participate and maintain the team arrangement. If not, teams may dissolve once their task or goal is achieved.

Discussion Boards

Discussion boards are online tools that provide a forum within which people can be part of a knowledge network. Discussion boards can be unstructured; think of discussion threads or comment sections on the internet. Anyone can add to these and no one really monitors the content.

Discussion boards can also be structured. These boards are monitored and managed by a facilitator. The facilitator’s job is to ensure that content remains on topic. They also help ensure that specific goals (and actions to fulfill these goals) are completed within an agreed-upon time set out by the discussion board members.

Mentoring

Mentoring is an intimate exchange between two people that is designed to help both people grow. Mentors learn more about their craft and have a deeper understanding by teaching another person, and the person being mentored gets the chance to have their own personal teacher and advocate.

Summary

Remember that knowledge networking does not have to be limited to people involved in the same organization. It is also important to incorporate members from outside of the organization. This gives us an even greater knowledge base and offers a more holistic perspective. Think about involving key customers, outside experts, and other businesses in your knowledge networks.

How to Build Knowledge Networks

Knowledge networks are an organic process where people connect with each other for mutual benefit. This means that if people are unwilling to participate and collaborate, we cannot force them into it. However, we can guide people through encouragement and by modeling the way.

Lead by Example

Communicate to your people that your organization believes in continuous, collaborative learning. You might establish events for employees to connect with each other, involve all levels of the organization in the knowledge sharing process and broadcast the results, and share the vision of your company with everyone involved.

Show What’s in it for Them

Use real examples to show people how knowledge management will positively impact them. Show them examples of how knowledge management programs have decreased costs and frustrations, while increasing efficiency, productivity, and quality. Inform people that the key to a great knowledge management program is the sharing and building of the company’s collective knowledge. Once they begin sharing, they and the organization will begin to reap the benefits.

Give Time to Get Value

Members of knowledge networks need to perceive value in the network, but value takes time to build. Value is created as time passes and the collective knowledge of the network builds. Make sure that expectations are set appropriately and that members understand what they will get from the network as time goes on.

 

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