Knowledge Capture and Codification (3).pdf

Knowledge Capture and Codification Tacit knowledge is captured or elicited and explicit knowledge is organized or coded. 1  Yarmouk University Vision A disting...

Knowledge Capture and Codification Tacit knowledge is captured or elicited and explicit knowledge is organized or coded. 1  Yarmouk University Vision A distinguished and leading university committed to achieving sustainable development and contributing to establishing a knowledge-based society. 2  YU Mission The preparation of scientific competencies in various fields of knowledge, and the production of innovative scientific research aims to serve society by providing exemplary education in an intellectually stimulating university environment. 3  YU Values Quality & Excellence Leadership & Teamwork Justice & Equality Transparency & Accountability Innovation & Entrepreneurship 4  Knowledge Capture and Codification How do you capture knowledge How do you codify it? What the word capture means to you? 5  Knowledge Capture and Codification To take someone as a prisoner, or to take something into your possession, especially by force: Two of the soldiers were killed and the rest were captured. 6  Knowledge Capture and Codification Captured and explicit knowledge is organized or coded. In knowledge capture, a distinction needs to be made between: 1- The capture and identification of existing knowledge (create an example please and 2- The creation of new knowledge. (create one please) 7 8  Knowledge Capture and Codification 1. We need to consider knowledge that we know about is present in the organization, which we can then set out to capture. (AI) 2. knowledge that we do not know about. Unidentified knowledge will require additional steps in its capture and codification. 3. Finally, there is knowledge that we know we do not have. We will need to facilitate the creation of this new, innovative content. 9  Capture Class exercise Create a 4-cell matrix using 'Awareness' as the X-axis and 'Knowledge' as the Y-axis. provide each quadrant with a brief description of a scenario or example that illustrates the relationship between these two dimensions in the context of 10 Knowledge Capture and Codification 11  Awareness Knowledge 12  To understand the previous matrix We know that we know We know that we do not know We do not know that we know We do not know that we do not know The more important is what should be done against each one of the above? 13  There are five types of companies or leaders Those who make things happen. Those who watch things happen. Those who wonder what happened. Those who don’t know anything happened. Can you add anymore? 14  1. Low Awareness, Low Knowledge Employees are unaware of the new technology being introduced and have little to no knowledge about how it works or its potential benefits. Example: A logistic company wants to introduce a new inventory software, but the employees in the warehouse have not been informed about the change and have no training or understanding of the new system. 15  2. Low Awareness, High Knowledge (Bottom- Right Quadrant) Employees have significant knowledge about the new technology system but are not aware that the organization is planning to implement it. Example: A group of IT professionals within a healthcare organization is highly knowledgeable about an advanced data analytics tool. However, they are unaware that the organization’s leadership is considering implementing this tool for patient data analysis. 16 3. High Awareness, Low Knowledge (Top-Left Quadrant) Employees are aware that a new technology system is being introduced but have little knowledge about how it works or its implications for their work. Example: In a retail organization, employees are informed via email that a new customer relationship management (CRM) system will be implemented next quarter, but they have not yet received any training or detailed information about the system's functionality. 17  4. High Awareness, High Knowledge (Top- Right Quadrant) Employees are both aware of the new technology system and possess substantial knowledge about how to use it effectively. Example: In a tech company, the development team has been involved in the decision-making process for selecting a new project management tool. They are fully aware of its upcoming implementation and have received comprehensive training, allowing them to use the tool effectively from day one. 18  What should be done? 1- Low Awareness, Low Knowledge (Bottom-Left Quadrant) Action: Increase Communication by creating clear and consistent communication to raise awareness about the new technology system across the organization. Provide Basic Training: Start with introductory training sessions to build foundational knowledge among employees. Engage Leadership: Involve managers and leaders to champion the change, ensuring that employees understand its importance and relevance. 19  2. Low Awareness, High Knowledge (Bottom- Right Quadrant) Action: Increase Awareness by Clearly communicate the organization's plans to implement the new technology system, ensuring that knowledgeable employees are aware of its imminent adoption. Leverage Expertise: Involve these knowledgeable employees in the implementation process, allowing them to share their expertise with others and potentially act as internal advocates or trainers. Align Knowledge with Implementation: Ensure that the employees’ knowledge is aligned with the specific version or configuration of the system that the organization is adopting. 20 3- High Awareness, Low Knowledge (Top-Left Quadrant) Action: Enhance Training and Development by Providing in-depth training sessions tailored to the employees’ roles, focusing on building the necessary skills and knowledge to use the new technology effectively. Offer Continuous Learning: Create a learning plan that includes ongoing support, such as workshops, tutorials, and access to resources, to help employees increase their proficiency over time. Address Concerns: Since employees are aware but lack knowledge, address any concerns or resistance by clarifying the benefits and reducing anxiety related to the change. 21  4. High Awareness, High Knowledge (Top- Right Quadrant) Action: Enable Implementation by empowering employees to take the lead in the adoption of the new system, potentially assigning them as mentors or trainers to support others who are less knowledgeable. Monitor and Refine: Continuously monitor the implementation process and gather feedback from these informed employees to refine processes and address any emerging issues. Encourage Innovation: Encourage employees to innovate and explore advanced features of the system, fostering a culture of continuous improvement and maximizing the benefits of the new technology. 22  Knowledge Capture and Codification We need to capture both types of knowledge — explicit and tacit. Knowledge about standardized work can be described explicitly and is easily captured in writing. 23  Knowledge Capture and Codification Knowledge capture may be difficult, particularly in the case of tacit knowledge. What is tacit knowledge management? Tacit knowledge capture (management) is the process of capturing the experience and expertise of the individual in an organization and making it available to anyone who needs it. (it then becomes explicit). 24  Explicit Knowledge Capture? The capture of explicit knowledge is the systematic approach of capturing, organizing, and refining information in a way that makes information easy to find, and facilitates learning and problem solving. Knowledge often remains tacit until someone asks a direct question. At that point, tacit can become explicit, but unless that information is captured for someone else to use again at a later date, learning, productivity, and innovation are stifled. 25  Knowledge Capture and Codification Once knowledge is explicit, it should be organized in a structured document that will enable multipurpose use. The best KM tools enable knowledge creation and utilization of knowledge. As a students, what are your best knowledge creation tools? Are you aware of them? Are you using them? 26  Knowledge Capture and Codification Tacit Knowledge Capture Traditionally, knowledge capture has emphasized the individual ’ s role in gathering information and creating new knowledge. the firm is a learning entity unto itself — that is, it has some cognitive capabilities that are quite apart from the individuals who comprise it Also perhaps organizations can acquire knowledge and learn as well as also individuals can learn. A middle ground is needed where individuals in the firm play a critical role in organizational knowledge acquisition. 27  Learning Approach or Studying approach Read (expose yourself to the learning material). Comprehend and understand Interpret and analyze Evaluate and criticize Memorize and or apply Evaluate and send feedback via exam to your teacher. 28  Knowledge Capture and Codification Learning at the individual level, is widely accepted to be a fundamentally social process — something that cannot occur without group interaction in some form. Individuals thus learn from the collective (the group or team) and at the same time the collective (the team) learns from the individuals. You can figure it out and then meet with your team to learn it from you! 29  Knowledge Capture and Codification Organizational learning involves a tension between new learning (exploration) and using what has been learned (exploitation). Individual, group, and organizational levels of learning are linked by the social and psychological processes of intuiting, interpreting, integrating, and institutionalizing (the four I ’ s). What is Ambidexterity 30  The "four I's? The four I’s: intuiting, interpreting, integrating, and institutionalizing—are key processes in the development and dissemination of knowledge within organizations. This is how organizations create, retain, and transfer knowledge. 31 32  Intuiting Intuiting is the pre-conscious recognition of patterns and possibilities within a person's experiences. It often occurs at an individual level when someone senses something new or different, even without being able to articulate it clearly. Example: A marketing manager may intuitively sense a shift in consumer preferences based on subtle cues from customer interactions, even though they don't have concrete data to support this feeling yet. 33  Interpreting Interpreting involves consciously articulating and explaining the insights gained during the intuiting phase. This process often involves the individual sharing their insights with others in the organization to create shared understanding. Example: The marketing manager discusses their intuition about changing consumer preferences with their team. They interpret these subtle cues by relating them to recent trends and data, helping the team understand the potential shift in the market. 34  Integrating Integrating refers to the process of developing shared understandings among group members and coordinating their actions based on these shared understandings. It often involves collaboration and alignment of actions. Example: After discussing and interpreting the insights, the marketing team collectively decides to test a new advertising approach to address the perceived change in consumer preferences. This involves integrating different viewpoints and expertise to create a clear strategy. 35  Institutionalizing Institutionalizing is the process of embedding the new knowledge or practices into the organization’s systems, structures, and routines so that it becomes part of the organization's way of operating. Example: The new advertising approach is successful, and as a result, the organization decides to incorporate this approach into its standard marketing practices. This decision is institutionalized through updated training programs, and changes to the company’s overall marketing strategy. 36  Knowledge Capture and Codification Application in Organizational Learning In an organizational context, these processes are often iterative and interconnected. For instance, as new insights are institutionalized, they may lead to new intuitions among individuals, sparking a new cycle of learning and adaptation. Would you like to explore how these processes apply in a specific industry or context? 37  Knowledge Capture and Codification In KM, this knowledge creation or capture may be done by individuals who perform this role for the organization or a group within that organization, by all members of a community of practice (CoP) or a dedicated CoP individual — but it is really being done on a personal level as well 38  What is PKM? when everyone performs some knowledge creation, capture, and codification activities in carrying out their job (job crafting is an example). Within the firm, individuals share perceptions and jointly interpret information, events, and experiences and at some point, knowledge acquisition extends beyond the individuals (PKM) and is coded into corporate memory. 39  Corporate Memory Corporate memory, also known as organizational memory: the accumulated body of knowledge, experiences, data, and information that an organization has acquired over time. Corporate memory plays a crucial role in ensuring that valuable knowledge is preserved, accessible, and effectively utilized within the organization. (you do not want to keep a bad or not-useable memory). 40  Knowledge Capture and Codification Unless knowledge is embedded into corporate memory, the firm cannot leverage the knowledge held by individual members of the organization. Organizational knowledge. It will be lost or destroyed. Acquisition is the “ amplification and articulation of individual knowledge at the firm level so that it is internalized into the firm ’ s knowledge base. The value of tacit knowledge sharing was discovered in a surprising way at Xerox ( Roberts-Witt 2002 ), which will be discussed later in this chapter. 41