KM Reviewer (finals).pdf

Lesson 6: Knowledge Map visual representation of an organization’s knowledge resources acts as “snapshot in time” to help organization understand: ○ what knowledge is critical to a business process or focus area ○ where that knowledge resides ○ how knowl...

Lesson 6: Knowledge Map visual representation of an organization’s knowledge resources acts as “snapshot in time” to help organization understand: ○ what knowledge is critical to a business process or focus area ○ where that knowledge resides ○ how knowledge flows between people and systems in the course of doing business powerful tools to inventory an organization’s critical knowledge pinpointing areas that may be at risk revealing weak links and bottlenecks in the flow of knowledge articulating exactly how knowledge moves through an organization can help organizations identify improvement opportunities and make targeted adjustments to ensure that the right knowledge reaches the right people at the right point in the process. Process Mapping - useful precedent activity for knowledge mapping because it ensures that knowledge links to the way people work knowledge mapping - mapping for knowledge ng org process mapping - mapping kung paano nagwwork yung organization/people not strictly necessary to do, but will help ensure that the org is focusing on the right areas and will provide classification system for the knowledge being mapped How do you process a map? 1. Identify a small team that has deep knowledge of the process to be mapped; include as many functional areas as needed 2. Label the functions that engage in the process you are mapping 3. Identify the steps within the process and place these in the correct lanes on the map 4. Sequence the steps until all within the group are satisfied that the process is adequately mapped 5. Draw all connection lines between the steps Linking process maps to knowledge maps process mapping often unveils key knowledge areas to focus on when creating a knowledge map KM teams overlay knowledge maps on top process maps to identify knowledge gaps and barriers in knowledge flow within key process steps Creating and Using Knowledge Maps Knowledge mapping involves walking an expert, process owner, or team through key questions about their work. The goal is to understand: 1. What knowledge is required to successfully get work done? 2. Who has that knowledge, or how can it be accessed? 3. When and where is the knowledge needed? Organizations use different kinds of knowledge maps depending on which perspectives and details are most relevant to the goal of the exercise (ex: information about the sources, recipients, and format) Categories of Maps APQC recommends seven types of maps grouped into three categories: enterprise, cross functional, and process- or role-based. Enterprise knowledge maps - offer a high-level view of an org’s knowledge and reveal broad areas that may be underdeveloped or at risk Strategic Overview Map - largest in scope; used to gauge the level of knowledge or expertise an organization has to meet its strategic goals Expertise Overview Map - broad understanding of what knowledge an organization has in various parts of the business and what knowledge may be at risk Cross-functional Knowledge Maps - catalog an org’s knowledge and experts in specific business units, functions, or topic domains Expertise Tacit Map -identify specific experts and their areas of expertise; usually works best inside a business unit or a division w/smaller units Technical/Functional Knowledge Map - clearly understand org’s strengths & gaps within specific technical or functional knowledge domains (ex: ship design, component assembly) Process- and role-based knowledge maps - narrowest in scope and the most in-depth; outline the knowledge required to perform a job role or business process Process-based Map - identifies specific knowledge needs and the sources, recipients, locations, and formats of knowledge within a process or domain; useful to establish a baseline for KM solutions such as communities or mentoring Job/Role-based Map - inventories the knowledge required for various jobs or roles; similar to the functional/technical knowledge map but includes the specific knowledge that each job role needs to be successful Competency/Learning Needs Map - articulates the learning or competency needs associated w/a business process or job role !! there is no perfect knowledge map for all situations having a “buffet” of choices helps the team pick and choose the aspects of the maps that fit, tweaking each of the nuances of a given situation Risk & Gap Analysis one of the most important steps when creating a knowledge map is to identify knowledge loss risks and gaps identifying discrepancies between how knowledge currently flows and how it should flow. Team must ask themselves the ff. questions: ○ What critical knowledge is missing?  ○ What (or who) hinders the flow of knowledge? Why? ○ What (or who) enhances the flow of knowledge? ○ Why? ○ What are the next steps for the knowledge map? (What is it going to be used for?) As the team identifies knowledge gaps, it is especially important to determine why those gaps exist. Knowledge Mapping Benefits Bringing stakeholders together to think critically about the knowledge involved in their work Surfacing areas where critical knowledge may be at risk Identifying opportunities to create value by connecting people who have not historically collaborated and sharing knowledge across previously impervious boundaries Facilitating the transfer of knowledge from subject matter experts and others with in-depth knowledge of an organization’s business processes to less-experienced employees Knowledge mapping techniques are relatively easy to apply, even by teams w/minimal experience Barriers to Effective Knowledge Mapping 1. When the team does not understand the knowledge flow process inside the org. 2. Not having the right team members on a knowledge mapping team - the players must understand the business processes, strategic business goals, and have a good sense of what knowledge assets are needed 3. “Knowledge is power” syndrome - some employees are reluctant to share their knowledge w/the rest of the organization because they feel threatened that sharing might lessen their importance as an employee 4. The failure to understand the end goal. Often, this involves not having a plan to collect, validate, store, and reuse knowledge and information about a business process Using knowledge maps and keeping them current Knowledge mapping is a useful exercise, but it is not an end in itself. It is a tool, like a roadmap, that helps you chart a course from point A to point B. To get real long-term value from knowledge mapping, an organization must use the maps as jumping-off points to identify gaps and implement KM tools and approaches designed to improve the quality and flow of knowledge Lesson 7: KM Audit + KM Maturity Level What is KM Audit? Knowledge Management (KM) audit- is a systematic evaluation of an organization's knowledge management processes, systems, and practices to assess their effectiveness and identify areas for improvement. The 6 Types of KM Audit 1. An audit of your Knowledge Management Framework in order to identify the strengths and missing elements, so that you can put an action plan in place to close the gaps 2. An audit of the KM culture, so you can develop a plan and strategy to strengthen the supportive cultural elements, and remove the blocking elements 3. An audit of the knowledge itself, so you can identify those knowledge topics in most need of attention, and prioritize and focus your KM efforts where they will make the most difference 4. An audit of one or more Communities of Practice, so you can help them develop through a number of stages 5. A high-level KM maturity assessment of the organization 6. An audit against a KM standard, for accreditation purposes. A Knowledge Management Framework ensures that all necessary KM element (Accountabilities, Processes, Technologies, and Governance) are in place, and interconnected. - This ensures that there are no gaps in the system and that knowledge flows freely through the organization. A KM Framework audit will look at the following elements: The transfer of knowledge through The roles and responsibilities which discussion and conversation; support the above steps; The capture of knowledge, through The processes which support the above recording, documentation and codification; steps; The management of captured The technologies which support the knowledge, through curation and above steps; synthesis; The governance system which supports Seeking and re-using knowledge; all of the above, and seeks to develop and maintain the required behaviours. Audit of the KM Framework Benefits It identifies strengths and weaknesses in the KM program Provides insights into how well knowledge is being leveraged Helps to identify areas for improvement. Audit of the KM Culture Culture is closely linked to KM implementation. It's worth performing a KM culture audit in the early stages of your Knowledge Management. Openness vs. closed behaviors Challenge v Acceptance Honesty vs. dishonesty Collaborative vs. Competitive Empowerment vs. disempowerment Remembering vs. forgetting Learner vs. knower Strategic patience vs. Short-termism Need to share vs. need to know Relentless pursuit of excellence vs. Complacency Audit of the KM Culture Benefits Gain an overview of the organization’s learning opportunities and risks. Understand the potentially high-leverage areas for follow-on work. Benchmark your organization’s learning capabilities compared to peers and competitors. Audit of Knowledge Topics One imperative consideration at this level is to prioritize the Knowledge Management activities and to focus them on the knowledge topics of highest priority. The knowledge of an organization tends to be "infinite”; it is not possible to manage that big organizational knowledge. “Critical Knowledge” concept — the knowledge topics that are essential to achieve corporate Some of the Knowledge Topics are: Product Knowledge Process Knowledge Industry Knowledge Customer Knowledge Technology Knowledge Regulatory Knowledge Competitor Knowledge Financial Knowledge Audit of the CoPs A CoP audit allows you to track the development of the Communities of Practice, and the output from the audit can be used to plan the next stage of CoP development. A CoP audit checks how well these communities are doing. It helps figure outwhat's going well and what needs improvement. CoP audits review a number of dimensions related to the CoP, for example: Leadership and sponsorship Trusted relationships Business case Processes Resources and roles Technology Member engagement Rewards and recognition Deliverables and activities Metrics KM Maturity Level Audit Maturity Level The level of maturity refers to the degree of development, capability, or readiness within a particular context. KM Maturity Level In the context of knowledge management (KM), maturity levels typically indicate how well-established, effective, and advanced implemented processes and strategies are withinan organization. What is a KM Maturity Model? A KM Maturity Model helps an organization assess its relative progress in KM implementation at a more detailed level. It can be described as a structured collection of elements representing different levels of KM maturity in an organization. Maturity Level “Initial” Processes are not consciously controlled; successful knowledge-related activities are seen as a stroke of luck and not as the result of goal-setting and planning. Maturity Level “Repeated” Organizations have recognized the importance of knowledge management activities for their business. Organizational processes are partly described as knowledge management tasks and, thanks to ideas from individual KM pioneers, pilot projects on KM typically exist. Maturity Level “Defined” Stable and practiced activities that effectively support the KM of individual parts of the organization. These activities are integrated into the day-to-day work processes and the corresponding technical systems are maintained. Maturity Level “Managed” Indicators relating to the efficiency of these robust KM activities are measured regularly. The activities are established over the long term by organization-wide roles and compatible socio-technical KM systems. Maturity Level “Optimizing” The measuring instruments combine with other instruments for strategic control. There are no challenges left that cannot be solved with established knowledge management tools. Capability Maturity Model (CMM) and Studying the Maturity Models : GKMMM The Capability Maturity Model (CMM) serves as a guidebook for software companies to ensure they're doing things right, aiming for excellence in both management and engineering. It has five levels, each with its special traits, to show how good a company is at handling software projects. However, experts noticed some gaps in the CMM which resulted in the cultivation of the knowledge management maturity model (KMMM), the general KMMM, namely GKMMM, was introduced, which focuses on evaluating the three areas of knowledge management development in organizations. These areas include people, processes, and technology. People The aspects related to organizational culture, strategies, and guidelines supporting KM Sharing knowledge throughout the organization Supervising and applying knowledge Strategic consistency with the organization’s goals Roles, responsibilities, authorities, and resources Motivation and reward Process The aspects related to KM processes in an organization Learning processes and techniques Technology The aspects related to KM processes in an organization Learning processes and techniques The aspects related to the technological infrastructures that support an organization’s KM. Why use a KM Maturity Model? The KM Maturity Model provides an understanding of the KM maturity level of an organization based on adherence to a set of standard KM practices. The model provides an objective assessment of the current level of KM activities in the organization. It provides valuable information on the actions the organization should take to reach the next maturity level, in terms of knowledge management development. The model provides a natural progression for the organization to reach its KM maturity levels. In a way, the KM Maturity Model provides a foundation to build on a KM roadmap. When to use this tool? The KM Maturity Model should be used when an organization wants to understand the level of maturity of its KM practices. The model should be used after the organization does a KM assessment. The APO KM Assessment tool can be used for this purpose. The tool identifies areas of strength and areas of an organization’s KM practices that need improvement. Audit against KM Standard Auditing against a Knowledge Management (KM) standard involves assessing an organization's KM practices and processes to ensure they comply with the guidelines and criteria outlined in the standard. However, there is no international standard for Knowledge Management that you can be audited against at the moment. ISO standard is under development and should be released. Lesson 8: KM in Private Sector KM in Research Institute Research Institute for Science and Technology (RIST) integrates holistic programs to advance research in life sciences, physical sciences, mathematics, engineering, computing and information sciences. The RIST conducts high-quality original research in a variety of academic fields, implementing the university’s research thrusts geared toward addressing global-scale issues specified by the Sustainable goals Research institutions are critical to innovation and new product creation. Knowledge Management (KM) plays a central role not only from perspective of knowing what has been in other areas of research but also from the collaboration and knowledge sharing among researchers contributing new ideas that produce innovative product for the marketplace. 5 Challenges/Opportunities in Implementing KM (Within a research organization) 1. Integrating KM into the everyday operations 2. Building effective communication strategies 3. The need to create a conductive environment for the adoption of KM practices  4. Understanding the required knowledge to be shared 5. Determining the necessary tools to be used to facilitate KM PRIMARY CHALLENGES KM Adoption - The level of KM adoption organizational level and individual level ○ Organizational level adoption - to an organization;s decision to implement KM: from its initiation to its adoption and finally adaption. ○ Individual level adoption - denotes the individual acceptance of KM programs and activities integrates in one’s daily tasks from acceptance to routines and resulting organizational impact Effective Use of KM Lesson 9: KM in Public Sector Part 1 BACKGROUND OF KM IN PUBLIC SECTOR Government organizations globally are adapting to electronic work environments due to mandates to reduce paperwork, cope with increased workloads, and accommodate electronic communication channels for citizens. Knowledge management (KM) is generally defined as a set of new organizational practices with wide relevance in the knowledge economy. It is also noted that knowledge management plays an imperative role in providing strategies and techniques to manage e-government content to make knowledge more usable and accessible. Note: eGovernment is the use of information and communication technologies (ICTs) to improve the activities of public sector organisations The term ‘public sector’ refers to the functioning agencies and units at all federal, state, county, municipal, and local levels of government. The sector includes all agencies, government corporations, the military, and departments that perform some form of public service. Knowledge management tools have increasingly been recognized by most governments in the world as strategic resources within the public sector. Importance of Public Sector Decision-making ○ Knowledge management is crucial in the public sector for making informed decisions. Policies and Procedures ○ This enables to improve service, design evidence-based policies, and efficiently address community needs. Collaboration and Innovation ○ Promotes collaboration and innovation through effective knowledge management, leading to improved organizational performance. Transparency and Accountability ○ KM enables better management and dissemination of information, making it easier for government agencies to be open about their operations. Capturing and Sharing KM ○ Capturing and sharing the knowledge of an aging workforce and promoting best practices. Implementing KM Practices ○ Implementing KM practices can enhance trust within public sector organizations. Key Challenges in Public Sector No matter what type of organization one belongs to, successful KM, by necessity, requires behavioral and mindset change of staff. The key issues highlighted in these KM cases, more or less, also correspond to the desired behavioral and mindset changes. Based on our observations, we have  categorized them into the following four key challenges Key Challenges: Creating a Collaborative Culture ○ One of the key scopes of most KM initiatives in public-sector institutions includes knowledge sharing and creation across and beyond silos. Breaking these silos often becomes one of the key challenges of KM in the public sector. Accelerating Innovation ○ One of the key challenges in KM for the private sector is accelerating innovation through knowledge creation. In the public sector, doing the same administrative work without any mistakes is often encouraged. Little competition requires little service innovation. Improving Service Quality and Service-oriented Mindset ○ Private companies focus on particular customer segments, based upon their market strategy, to provide quality services demanded by customers. Public sector organizations do not have such luxury and must serve all citizens equally. It is often said that this tendency, along with little competition, has resulted in public institutions lacking a service-oriented mindset, which is another facet for successful KM. Overcoming Bureaucracy ○ The bigger obstacles that KM often faces in the public sector are rigid, inflexible organizational structures, work processes, procedure, rules, and systems that are usually the hotbed of bureaucracy. LESSON 11: Change And Change Management Going through a trial and error process is vital in achieving one's goal. Changes are inevitable in this process. The following can help achieve one's goal when facing changes: Understanding the elements of change  ○ Readiness to change ○ Barriers to change ○ Likelihood of relapse Understanding the stages of change Ways to work through each stage of change Stages of Change Model Introduced by researchers James Prochaska and Carlo DiClemente in the late 1970s Also known as transtheoretical model Effective strategy to understand how people go through changes in behavior Shows how change is a gradual progression of small steps to achieve a goal The transtheoretical model It can help in a vast array of areas. Any significant change you'd like to make in your life would likely benefit from applying the transtheoretical model. Limitations of Transtheoretical model It assumes that the person is capable of rational, logical decisions and actions. It doesn't take into account contextual factors such as income, class, occupation, etc. No defined start/end points or durations delineate each stage or the overall process. Interview tools such as questionnaires are arbitrary and unstandardized. 6 STAGES OF CHANGE 1. PRECONTEMPLATION a. In the first stage of change, precontemplation occurs and often can be referred to as the "in denial" stage. b. To overcome this stage, they should mainly analyze and assess their personal actions and behavior. 2. CONTEMPLATION a. People are slowly getting aware of why change is necessary and how it is beneficial to them. However, they might get a better view of the uncertainties and factors that might affect them when they change. b. To overcome contemplation, they must recognize the benefits and the possible consequences of changes. 3. PREPARATION a. Small changes take place in the preparation stage that will prepare them for something bigger. These small changes can make a greater difference to the process of facing change. b. Strategies: Write down your goals, Prepare a plan of action, Make a list of motivating statements. 4. ACTION a. Characteristics: Direct action toward a goal b. Strategies: Reward your successes and Seek out social support 5. MAINTENANCE  a. Characteristics: Maintenance of the new behavior and Avoiding temptation b. Strategies: Develop coping strategies for temptation and Remember to reward yourself. 6. RELAPSE a. Relapses are common in behavior change and can lead to feelings of failure and frustration. The key is to not let setbacks destroy your confidence b. To overcome a relapse, restart with preparation, action, or maintenance stages. Reassess your resources, reaffirm your motivation and commitment, and plan for future temptations. Change Management It is the process of guiding organizational change to fruition, from the earliest stages of conception and preparation, through implementation and, finally, to resolution. Organizational Change Refers broadly to the actions a business takes to change or adjust a significant component of its organization. Adaptive Change Adaptive changes are small, gradual, iterative changes that an organization undertakes to evolve its products, processes, workflows, and strategies over time. Transformational Change Transformational changes are larger in scale and scope and often signify a dramatic and, occasionally sudden, departure from the status quo. 5 STEPS IN THE CHANGE MANAGEMENT PROCESS 1. Prepare the Organization for Change a. For an organization to successfully pursue and implement change, it must be prepared both logistically and culturally. i. Help employees recognize and understand the need for change. ii. Raise awareness of organizational challenges and problems. iii. Generate dissatisfaction with the status quo. iv. Gain initial buy-in from employees to reduce future resistance. 2. Craft a Vision and Plan for Change a. Once the organization is ready to embrace change, managers must develop a thorough, realistic, and strategic plan for bringing it about. i. Strategic Goals ii. Key Performance Indicators iii. Project Stakeholders and Team iv. Project Scope 3. Implement the changes a. After the plan has been created, all that remains is to follow the steps outlined within it to implement the required change Whether that involves changes to  the company’s structure, strategy, systems, processes, employee behaviors, or other aspects will depend on the specifics of the initiative. i. Empower employees to take necessary steps to achieve goals. Celebrate short-term wins. ii. Anticipate and address roadblocks. iii. Continuously communicate the organization's vision to remind team members of the change's purpose. 4. Embed Changes Within Company Culture and Practices a. Once the change initiative has been completed, change managers must prevent a reversion to the prior state or status quo. b. By embedding changes within the company’s culture and practices, it becomes more difficult for backsliding to occur. New organizational structures, controls, and reward systems should all be considered as tools to help change sticks. 5. Review Progress and Analyze Results a. Just because a change initiative is complete doesn’t mean it was successful. Conducting analysis and review, or a “project post mortem,” can help business leaders understand whether a change initiative was a success, failure, or mixed result. 4 ELEMENTS OF EFFECTIVE PLANS FOR CHANGE 1. Strategic Goals a. Define the objectives of implementing or improving management. What goals does this change help the organization work toward? 2. Key Performance Indicators a. Establish how to measure the success of the management initiatives. How will success be measured? What metrics need to be moved? What’s the baseline for how things currently stand? 3. Project Stakeholders and Team a. Identify who will be involved in the change process. Who will oversee the task of implementing change? Who needs to sign off at each critical stage? Who will be responsible for implementation? 4. Project Scope a. Define the specific steps and actions the project will include. What discrete steps and actions will the project include? What falls outside of the project scope? THE KEY TO SUCCESSFUL CHANGE FOR MANAGERS Understanding why change is needed Having a clear plan Communicating Effectively Identifying Potential Challenges