Transcript Knowledge Integration and Organizational Learning

Knowledge Integration and
Organizational Learning Opportunities and Challenges for
Information Professionals
Dr Grace Cheng
June 2005
Abstract
This paper explores how the knowledge
generation process is seen in the
complementary and parallel concepts of
organizational learning (OL) and knowledge
management (KM). It then focuses on
knowledge integration concepts and practices
that are relevant to information professionals.
The author Identifies and highlights
opportunities and challenges for information
professionals in organizational settings in their
support of knowledge integration.
Why Organizations need to
CHANGE?
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Information explosion
Shorter knowledge cycle
Knowledge-centric economy
Knowledge – tacit
Current demographics
Global competitiveness
Traditional Taylorist paradigms for
management not suitable for rapidly
changing and highly complex
environments (McDaniel 1997).
Knowledge Generation
In OL and KM
OL & KM
• Parallel development of both – knowledge
generation through learning
• No single, unified theory for either
• Broad-based perspectives on concepts
and organizational practices
• Insufficient agreement on definitions,
approaches, for both etc.
OL & KM (cont.)
• OL focuses the process through which an
organization creates or recreates
knowledge.
• KM is often seen as structural
management of K creation, transfer & use
to support learning by an organization
What is Organizational Learning?
• Emerged in ’80s
• OL referred to as “changes in the state of
knowledge”..Lyles 1992, 1988)
• A metaphor derived from individual learning &
applied to whole organization
• Integrate individual learning into organizational
learning – constructivist approach to knowledge,
an institutionalization process (Berger and
Luckmann 1966; Gergen 1994; Schutz 1971)
The Learning Cycle
• Organizations, like individuals, learn through a
cycle
• Cycle starts through a sequence (Candy 1991):
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–
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discrepancy, discomfort, challenge & conflict
Identify problem/s
Explore causes
Research and analyze
Develop solutions & implement
Re-orientate & reform
• Reinforced by continuous conversations &
practices (McDaniel 1997)
Focuses of OL
1.
2.
3.
4.
5.
Individual & collective learning
Process / system
Culture / metaphor
Knowledge Management
Continuous improvement
Source: Wang CL, Ahmed PK 2003. Organisational Learning: a critical review.
Where Does Knowledge Reside?
• Knowledge of an individual is
reflected in his actions, behaviours,
decisions
• In organizations, knowledge is
represented or embedded in policies,
routines and processes.
Personal & Organizational Learning
• Individual learning does not necessarily
lead to organizational learning (Ikehara
1999)
• Knowledge between individual and
organization may be complementary, but
also incongruent to each other
What is KM?
Emerged in mid-80s, KM is:
– Systematic generation, capture and transfer of
knowledge and learning1
– For the application and benefit of the whole
organization1
– Centred on knowledge required to perform the
organization’s critical processes & tasks1
– For creating new products & services2
– Sustainable competitive advantage for individual &
organisation2
Sources: 1Elayne Coakes (2003); 2Harvard Business Review 1999
Focuses of KM
• From many fields: sociology, psychology,
philosophy, information science, etc
• Interrelated focuses:
– people
– information/ content management
– IT
– organizational learning
– processes
People Management
• Culture
– Who controls and supports knowledge
– Who creates/adapts knowledge
• Competencies
– To filter and manage information
– To master ever changing technologies
– To keep up-to-date
KM Organisational Processes
• Knowledge generation processes
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–
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Acquisition
Dedicated resources
Fusion
Adaptation/innovation
Knowledge networking
• Knowledge strategies
– Dependent on degree of sense-making & structured
or unstructured information processing
– Largely two tracks
• technological (support K creation and sharing capabilities)
• People (support competencies to process & apply
information)
Knowledge Integration
KM views of knowledge creation/
application
1. Structured linear view
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Data ->Information->Knowledge
Information processing activity
2. Integration, interaction and
communication of tacit (expertise/insight
in knowledge worker’s mind) and explicit
knowledge (in document, databases, etc)
Knowledge integration -
Synthesis of
best available evidence with
expertise of individuals and
customer values
Learning and KM
• Workers learn & manage knowledge within
the communities of practice
• Learning and KM are most effective when
problem-centred
• Effective KM involves visible & traceable
learning process
Source: Penuel B, Cohen A. Coming to the Crossroads of Knowledge, Learning and Technology:
Integrating Knowledge Management and Workplace Learning. In: Ackerman, Pipek, Wulf eds
2003. Sharing expertise: beyond knowledge management. Cambridge, Mass.: MIT Press, chapter
3.
Opportunities and Challenges
For Information Professionals
Opportunities for
Information Professionals (1)
Capabilities
• Information literacy – educator & be
- People
educated
• Facilitate social networks, human
connections, team building
• Facilitate learning (novice; experts)
- IT
• Information infrastructures
• Research and produce evidence &
empirical guidance to build systems
that integrate with critical process
Opportunities for
Information Professionals (2)
Information
&
content
Management
• Add value to information
• Directories & expertlocators
• Knowledge representation
• Strengthen knowledge base
for decision support
Opportunities for
Information Professionals (3)
Research &
development
• Evaluate KM needs &
implementations
• Client focused viewpoint
• Trusted source for
sharing
KM Tools to Facilitate Interaction
• Communities of practice – Support K creation/innovation
activities
– Formal or informal;
– virtual or face-to-face;
– intra-organization or inter-organizational
• Relevant information technologies for sharing & virtual
work
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Intranets/ webs
Portals
Taxonomies & ontologies
Open technology standards
Access management
Collaboration software (e-mail management, TeamWare/
Groupware, Instant messaging, Voting, Web Conferencing, Wiki,
blogs, etc.)
– Search engines…
What are the barriers to
Knowledge Integration?
• Organizational culture barriers
– Trust
– Motivation
• Technology (eg. Explicit writings, databases) cannot
replace human interface
• Time constraint
– Normal business activities
– KM activities
• Achievable? Costly?
• Is connectivity enough?
• Measuring benefits of knowledge integration work
Critical Success Factors
• Up-to-date, relevant, readily useable information, easily
accessible by those in need
• Open communication & knowledge sharing
• Respect for intellectual property
• Motivation (incentive, reward)
• Continuous learning /training opportunities
• Work with culture, rather than change it
• Instill sense of trust
• Demonstrate real tangible results
• FOCUS ON CRITICAL PROCESS or PROBLEM that
contributes to IMPORTANT GOAL/S OF YOUR
ORGANISATION
• Top management support
Essence of Knowledge Integration
“Knowing is not enough;
we must apply…
Willing is not enough;
we must act.”
Johanne Wolfgang von Goethe
Conclusion
• Change alone is unchanging.
• The same road goes both up and
down.
• The beginning of a circle is also its
end
…adapted from HERAKLIETOS OF EPHESOS
The end
is the beginning
References
Ackerman, Pipek, Wulf eds 2003. Sharing expertise: beyond knowledge management.
Cambridge, Mass.: MIT Press.
Candy PC 1991. Self-direction for lifelong learning. San Francisco: Jossey-Bass.
Berger P, Luckmann T 1966. The Social Construction of Knowledge. London: Penguin.
Coakes E 2003. Knowledge management: current issues and challenges. IRM Press.
Gergen KJ 1994. Realities and Relationships: Soundings in Social Construction.
Cambridge, Mass.: Harvard UP.
Harvard Business Review on knowledge management 1998. Boston: Harvard Business
School Press.
Harvard Business Review on organizational Learning 1999. Boston: Harvard Business
School Press.
Ikehara HT 1999. Implications of Gestalt theory and practice for learning organisation.
The Learning Organisation, 6(2), 63-9.
Nonaka I, Takeuchi K 1995. The knowledge Creating Company: How Japanese
Companies Create the Dynamics of Innovation. Oxford: Oxford UP.
Schutz A 1971. Collected Papers. 2 vols. The Hague: Nijhoff.
Sinotte M 2004. Exploration of the field of knowledge management for the library and
information professional. Libri v. 54, 190-8