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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

Implementing a knowledge management program will inevitably cause change within your organization. Since you have done your research and planning, you are probably convinced that a knowledge management program will bring positive change. However, some individuals may need a little more convincing and support to guide them through this transition. Here are some tips and techniques to help you make the organizational transition as smooth as possible.

Tips for Organizational Change

Change with Purpose and Understand the Effect of this Change

When making an organizational change, you have to make sure the change has a clearly defined purpose. What is this change intended to do? What will this change achieve?

You must also think about how the change will affect the entire organization. What might be some of the consequences that result from this change? How will you deal with these consequences?

Clearly Define and Explain the Change

To increase your chances of getting organizational support, you need to clearly define the change. This can help you clear up any ambiguities and it can give you a very clear picture of what the change will look like. Both of these things will help you better implement the program.

Strategize to Get Support

When implementing a change, it is imperative that people within the organization support the initiative. It’s important that you show people what is in it for them. A great approach is to start by informing your management team, as these people will be instrumental in helping the change transition smoothly.

Share Your Vision

If you want to get your organization’s support for a change, you need to include them in your vision. Get employee and managerial feedback about ways that you can ease them into the transition. Also, share what you are planning to do with the organization. They may be able to offer feedback and prevent implementation problems.

Communicate

Keep people well-informed throughout the stages of the change. This gives people time to get involved in the process by asking questions and voicing concerns. It also communicates consideration and prevents people from being blindsided by a sudden change.

Empathize with People

Even by following the above steps, you may still have people that are resistant to the change. Empathize with them by acknowledging that change can be a challenging and difficult process. Show them that you understand and consider their perspective and concerns. You should also emphasize the rewards of change. Illustrate how this change is being made to bring about positive results.

Model the Attitude

People take cues from those around them. They mimic the behavior and attitudes of the organization. Make sure the attitude toward this change is a positive one. Encourage management to be enthusiastic about the change and to model the desired outlook that they would like employees to have.

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