Transcript Review of the organizational learning and knowledge

Review of the organizational
learning and knowledge
sharing in the context of the
CoPs*
Albena Antonova
Gourova Elissaveta Ph.D.
CIST at Sofia University
*This study is a part of a the pilot project TRAINMOR-KNOWMORE, funded
by the European Program “Leonardo da Vinci”.
Overview of the presentation
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Project TRAINMOR – KNOWMORE
Learning organization
Intellectual capital
Collective learning
Barriers and Limitations to sharing
knowledge
Sharing knowledge
CoPs
TRAINMOR - KNOWMORE
November 2005 – November 2007
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TRAINing Material in ORganisational
KNOWledge Management for European
Organizations & Enterprises
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Overall aim of TRAINMOR -KNOWMORE:
To develop an intergraded training
framework for Organizational Knowledge
Management focused on the needs of
European SMEs
Project partners
Ireland WESTBIC: The
Business and
Innovation
Centre for the
West and North
of Ireland
Austria – MERIG The Multidisciplinary
European Research
Institute Graz
Romania – National
Germany –
Council for Private
SMEs in Romania
•LINK MV
•Institute for
Support and
Competence
Development
Pro-Competence,
•BILSE Institute
Bulgaria – SU-CIST
Greece –
•Thessaloniki Technology Park
•ATLANTIS Consulting
•ALBA
Cyprus - Cyprus
Institute of Technology
Review of the organizational
learning and knowledge sharing
in the context of the CoPs
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People are unique holders of knowledge
The knowledge networks and working groups are
considered as support for collaboration, and ideas,
people and projects are primary generators of new
knowledge and innovations.
KM is enabler of learning organization, prioritizing the
human aspects, and putting the focus on knowledge
sharing and knowledge dissemination practices.
Learning organization and
intellectual capital
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The ability to build and exploit intellectual
capital has become the most strategically
organizational capability
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Intellectual capital
customer capital
 organizational capital
 human capital (serves as a collective term for
an organization’s core competences, the skills
and knowledge)
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Organizational knowledge
Organizational and collective knowledge
include:
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rules
procedures,
strategies,
activities,
technologies,
conditions,
paradigms,
frames of references;
Learning organization
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LO is not about "more training", it involves the
development of higher levels of knowledge and skill.
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Management in learning organizations focuses more on
how individuals think, what they truly want, and how
they interact and learn with one another.
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Learning provides the opportunity to create and
recreate, change one's external perception of the world
and relationship, and extends individual ability to be
creative.
Collective learning
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Collective learning requires skills for sharing
information and knowledge, particularly implicit
knowledge, assumptions and beliefs that are
traditionally "beneath the surface".
Subsequently, the main skills are:
 communication (across organizational boundaries)
 listening and observing
 mentoring and supporting colleagues
 holistic perspective (the organization as a whole)
Characteristics of Learning
Organization
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Learning Culture
Management Processes
Tools and Techniques
Skills and Motivation
Free exchange and flow of information
Commitment to learning, personal
development
Valuing people
Fostering a climate of openness and trust
Learning from experience
Barriers and limitations of
knowledge sharing
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Cognitive limitations are related to the way experts
store and process information.
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Motivational limitations are related to the appraisal
and reward systems of companies, the internal
competition between individuals, teams and units.
Personnel need to be compensated for the invested
time in knowledge sharing and conversations
Sharing Knowledge
Two types of individuals:
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knowledge seekers
knowledge sources
Effective knowledge sharing occurs when
appropriate connections are built between
these parties.
Sharing Knowledge
Three types of knowledge sharing within organizations:
 Knowledge retrieval:
 Knowledge sharing from the organization to the
individual has the purpose of retrieving existing
organizational knowledge.
 Knowledge exchange:
 Knowledge sharing from an individual to other
individuals has the purpose of exchanging existing
individual knowledge.
 Knowledge creation:
 Knowledge sharing among individuals has the
purpose of generating new knowledge, resulting
from new combinations of existing individual,
shared, or organizational knowledge.
Communities of Practice
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The definition of a community of practice is
"a group of people who share a concern, a set
of problems, or a passion about a topic, and
who deepen their knowledge and expertise in an
area by interacting on an ongoing basis"
Communities of Practice
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CoPs - cross-functional and multi-skilled,
functional position is irrelevant
 the topic knowledge or interest is all necessary
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The diversity of a CoP's population may
encourage creativity and problem solving, and
linkages to external communities as CoPs are the
legitimate place for learning through
participation
CoPs attributes
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Variety—
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Identity—
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Significance—
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Autonomy—
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Feedback—
multi-skilling prevents boredom and
monotony, and builds flexibility
building an identity encourages a
sense of collective responsibility and
self-regulation;
motivation to care about the outcome
of the work process increases
cooperation when the outcome is
imbued with a sense of significance;
increases the ownership and
responsibility of members to the
process;
understanding and knowing the
results of work processes enables
groups to monitor their progress
against targets and improve their
performance.
4 Important barriers that can
overcome CoPs
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Awareness: Making seekers and sources aware of their
respective knowledge
Access: Providing the time and space for seekers and
sources to connect with one another
Application: Ensuring that the knowledge seeker and
source have a common content and
understanding
Perception: Creating an atmosphere where knowledge
sharing behaviors between seekers
and sources are respected and valued
4 Types of communities
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Innovation communities
Helping communities
Best-practice communities - attaining, validating
and disseminating knowledge;
Knowledge-stewarding CoPs- connecting people
and collecting information and knowledge
across the organisation
10 characteristics of successful CoP
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Clear business value proposition;
Dedicated skilled leader;
Knowledge map for the CoP’s core content;
Easy-to-follow knowledge sharing process;
Technology medium that facilitates knowledge
exchange
Communication and training plans for outsiders of
CoP;
Updated, dynamic list of CoP members;
Key success metrics to show business results;
Recognition plan for participants;
Agenda of topics to cover for the first months of
existence
Conclusion
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Organizational learning and knowledge sharing
are major factors for success for KM initiatives
The focus is put on human factors, the main
limitations for effective collaboration are related
to the human nature and lack of adequate
motivation policy.
In this context Communities of practice are
appearing as an instrument, overcoming the
behavior constraints and manifesting the
emergence of new organizational culture
Thank you for your attention!
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Questions and comments?