Conditions for Knowledge Management

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Knowledge Management > Best Practices > Conditions for Knowledge Management

Conditions for Knowledge Management
Tebboub Abdelamelk, Professor, Algeria, Member
Everyone speaks about knowledge management, what are the conditions that must be met? Why? Thank you.

Knowledge Management Conditions
krishnan, consultant, India, Member
1 An open mindedness to share knowledge
2 Proven results
3 Empathy and sympathy to systems and people
4 Good recording and retrieval system
5 Transparency
6 Forums to discuss on topical issues or problems faced across board
7 Good contributors
8 Encourage
9 Record all the tech discussions with experts and consultants
10 Catalougue the knowledge
11 Benchmark the knowledge info

Conditions for Knowledge Management
William Weru, Research Consultant, Zimbabwe, Member
1. Enable free communication
2. Encourage learning at all levels of the organisation
3. Teamwork should be encouraged.

Conditions for Knowledge Management
C MARIE HIGGINS, United States, Member
1. Structural diversity in crossfunctional teams.
2. Reflect collective understanding with respect to differences.
3. Appreciative Inquiry.
4. Exercise learner mode vs. judger mode.

Knowledge Management has 2 Areas
Jaime Fernandez V., Professor, Chile, Member
KM has 2 areas: individual and organizational. They are both managed differently, run on different tracks but drive in the same direction.
The individual experiences a "thought-speech-action" process while
The organizational experiences a "data-info-knowledge" process.
Both cycles are recursive, hinged on reflection.
Systemic thinking teaches us that knowledge is the output of a process, and part of a system. One needs to reveal the "system" behind the process and develop tools to manage it. For instance, a generally accepted "condition" for KM require
1) a learning oriented organization plus
2) process oriented team work, where synergy generates logarithmic growth of knowledge.

Knowledge Management Conditions
Jeffrey P. Thompson, Consultant, United States, Member
Bottom line: effective knowledge management = achievement of planned profit. Very broad subject housed in an environment condusive to learning, self motivated personnel encouraged to take risk and maintainance of high levels of integrity and ethics - a 9 month project in most cases involving a successful implementation of an array of business systems. Fun!

Conditions for Knowledge Management (KM)
Melissa Breger, Program Manager, United States, Member
Just some thoughts:
Conduct a KM Audit with the organization to learn what level of understanding and what cultural influences and practices are in place that support and get in the way for KM.
This can give you a fuller sense if the conditions are supportive to designing, introducing and implementing a KM process &/or initiative.
For example,
- What knowledge sharing behaviors and practices are being encouraged & what is missing,
- What systems and processes are in place that capture knowledge & how effective are they?
Great book for KM = Jay Liebowitz "Making Cents of KM"
Great questions and dialogue - thanks for posting.:)

Mint Performance
K.Subbaraman, Teaching, India, Member
Today when we talk of KM, we, in most of the cases speak of collection, storage and dissemination of knowledge. This job is like that of a bank cashier wo colects, stores and disburses money. We should lay emphasis on "mint performance", where currencies are created and then distributed.

Knowledge Management Conditions Differ per Organization
Mas Ali, HSE Professional Specialist, Indonesia, Member
That's right today and tomorrow we talk about KM, but the application and the implementation of KM is different among the countries and workplaces. For example, in my company we are setting up KM in the format of an Operations Management System that is based on the People, Plan, Process and the Performance and must be closed with continuous improvements. Even though KM is the same concept, but the re are differences in its implementation.

Missing Element in the KM Mix : Diversity
Fentress Truxon, Management Consultant, United States, Member
I remember sitting on plane in discussion with a gentleman from Europe about learning from each other by building bridges to understanding. He said "knowledge without wisdom is empty."
I believe the failure of organizations to embrace, recognize, and leverage diversity management causes them to lose out on innovation / creativity which fill knowledge bank reservoirs. Of course this is just my opinion and I'm always open to discussion and improvement.

Aligning KM with the Business Corporate Strategy
omar, Business Consultant, Sudan, Member
Now that Knowledge Management is becoming a strategic function, it should strategically be aligned to the business corporate strategy in order to get the maximum benefit from the process which are the sustainable competitive advantage and the sustainable survival.

Knowledge Management Enabler
Gana Cisse, P&CM, Senegal, Member
One of the best way to learn is to encourage coaching and mentoring processes which can help to build a strong Learning Organization.

Conditions for Knowledge Sharing
Niraj Kumbhat, Manager, India, Member
Knowledge sharing should be encouraged. This helps organization to reduce unproductive time and unproductive activities like preventing repetitive mistakes. This is possible when people in teams are open and broad minded. People who do not share knowledge should not be encouraged, and the leader and managers should be sensitive to this.

4 Knowledge Management Conditions
Parvex Francois, Consultant, Switzerland, Member
Very interesting list. In one book I read kind of a summary in 4 conditions for effective knowledge transfer:
1. Openness
2. Trust
3. Richness of interaction
4. Positive previous experience
I think everything matches pretty well.

Knowledge Management Depends on Leadership
OSHUN, GRACE OKAIMA , Lecturer, Nigeria, Member
The knowledge management approach would be highly dependent on leadership which is expected to create a conducive environment and conditions for the workforce to operate.
Interaction among workers and between workers and management will depend on the policy of an organisation on communication.
An organisation that operates an open door policy is likely to reduce tension to the barest minimum. I consider knowledge management a strategy by leaders for avoiding conflict situations.

Transfer the 4 Knowledge Management Conditions into the Work Climate
C MARIE HIGGINS, United States, Member
In agreement with that, continuing to raise the level of and develop competencies in managing differences accross the organization helps avoid conflict situations, as well.
Additionally, leadership in the organization can reduce tensions by the way they communicate strategies, new directions, and efficiently handle current situations.
In this way, the four conditions of openness, trust, richness in interaction, and positive experiences can be transferred to the work climate.

Knowledge Sharing
K.Subbaraman, Teaching, India, Member
The best way of knowledge conservation is through knowledge sharing.

Making Knowledge Management Work: Creating Commitment
Erik Kamper, Manager, Netherlands, Member
In order to make KM work, make sure all the involved persons show proper commitment. Commitment is essential.
Training is important for commitment. People need to understand the importance of KM.

Create the Reflex of Knowledge Sharing by Training...
Parvex Francois, Consultant, Switzerland, Member
Training is very important! - the key success factor is to create the reflex of knowledge sharing between stakeholders, knowing that "knowledge is the only good that multiplies when it is used". Create the mindset of knowledge sharing and moreover maintain it is very difficult. Are there success stories?

Factors for Knowledge Management Effectiveness
Ashley, Management Consultant, Viet Nam, Member
1. Leadership with strong commitment;
2. Corporate environment to allow for knowledge sharing and growing;
3. Technology infrastructure to allow people can work no matter where they are.

KM Performance Keys
Smulders, Manager, Netherlands, Member
Recommendations for knowledge management practice:
- Introduce master-apprentice-student relationships
- Invest in a collective ambition in which employees are less likely to say: 'knowledge is power and that is mine'.
- Perform fuzzy or hypertext structures whereby professionals with scarce knowledge are employed in several sections.
- Formulate a strategy to accommodate unexpected but promising opportunities.
- Take 'shares knowledge with others' as a criterion for performance and assessment procedures.
- Install ICT applications such as email, intranet and yellow pages.
- Combine as appropriate a junior with a senior expert.
- Organize internal and external peer review meetings (seminars, project evaluation, review committees, peer group reviews, customer panels, etc.).
- Establish a research center or an office in lessons learned.
- Move the organization to quickly and directly communicating with each other.

Knowledge Sharing and the Importance of Trust
Marit C Synnevag, HR Consultant, Member
I am especially interested in the sociocultural and psychosocial factors influencing on knowledge sharing in knowledge organizations. Anybody out there who has theoretical ideas or has experienced to what extent trust matters? I am thinking of both inter-personal and group trust.

Knowledge Management Conditions
Jaime Fernandez V., Professor, Chile, Member
Tebboub Abdelamelk, may I suggest another focus? If you focus on knowledge management tools - rather than conditions - I feel that the state-of-the-art is looking at 2 important tools:
i) a practical, concrete value model and
ii) construction of cad applications for decision support systems.
The first is a necessary "compass" for effective pursuit of value, and a basic strategic definition that must involve value creation at physical, economic and financial levels.
The second, based on the classic definition of knowledge depositories or k base, are PC applications designed to help people at all levels in the company to make better decisions, ending with the old myth that decisions are only a matter of top management which is very important, but not the whole picture; value is always created on the ground floor.
We have a spectacular opportunity to inject 21st century democracy in modern companies as we break away from old myths, emphasizing multi-level, knowledge based micro-decision-making in knowledge oriented teams.

Special Interest Group Leader
Lloyd Lawrence

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