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- MCB Journal of Knowledge Management, Vol 5, Issue 1
- Knowledge Management System
The process of knowledge management is also broken down into key activities that must be performed to complete the process. As an IT manager, you need to create a strategy for identifying the information that should be processed through knowledge management. Many organizations identify feedback from customers, repeated incident reports, and the costs associated with providing and managing support systems as key data that needs to be translated into facts to be distributed across the team. Your strategy should determine the types of information to target for processing through knowledge management.
Once you have your strategy in place, you will have to decide how knowledge will be transferred among team members and between departments. The first step in knowledge transfer is determining where gaps are located to ensure that you have a plan for getting knowledge to the appropriate people in the organization.
By taking the time to identify gaps, you can eliminate them. It is helpful to create a communication plan for disseminating information across channels during this activity. Information can only become knowledge if it is properly managed and distributed across your team. Access to information is essential to the knowledge management process. Information management is part of the process that involves gathering data, managing information, and determining how this information will be translated to become knowledge.
Policies and procedures can be created using information, but you must first establish a process to organize this information into a procedure and record it in a manual your team members can access as needed. As an IT manager, you will use the system to store, update, and manage data on a regular basis. Team members can access information through the system at any time of the day, so utilizing such a system is of the utmost importance for teams that include members across time zones.
In one form or another, knowledge management is used by everyone in your organization. Your job as an IT manager is to ensure that data is properly processed into information,which is stored in a location that is accessible to the people who require specific knowledge to successfully complete job tasks. Your team will run more efficiently if you use knowledge management properly. At your team's level, knowledge management creates knowledge and access to this knowledge when necessary. All of your team members will be responsible for identifying the need to translate information into knowledge, while you will need to manage the databases and manuals that are available to your team members.
Outside of your IT team, knowledge needs to be available to users through self-service portals. To improve the efficiency of your team, basic knowledge should be available to users who are willing to troubleshoot their own problems. When users can find solutions on their own, your team has opportunity to focus on escalated issues that require special skills and knowledge that is not available to those who are not familiar with IT applications, processes, and knowledge.
If you are just starting to implement knowledge management in your organization, it may be difficult to get everyone else on board with the idea. While knowledge management is a significant undertaking, it is one that yields tangible benefits. To ensure that your efforts are successful, you need to involve everyone affected by the changes. You will also need to establish methods to manage the problems that may arise. Unless you own your own business or are working in a small or mid-sized company, you will probably need to find someone at the executive level to advocate for implementing knowledge management.
To ensure that you have a strong advocate, take the time to explain the benefits of knowledge management to high-level managers.
Professional Knowledge Management
Not only will a high-level manager be able to gain approval for your plan, but involving such a professional will give you the benefit of in-house support throughout the process. To get everyone on the same page, you will need to proactively educate them about the reasons for implementing knowledge management.
Be sure to explain how implementation will help improve customer service and allow people to find solutions for their issues on their own when the incidents do not have to be reported and processed. As you implement knowledge management, be sure to monitor progress to report to associated members of the organization. Gaining support for knowledge management is often a matter of showing that the process creates a positive outcome.
Knowledge management is partially about successfully managing problems that your IT team may encounter. These problems may even be related to the knowledge management process itself. To avoid delays in implementation and efforts to update knowledge databases, it is important for you to establish roles and dictate how problems will be resolved before implementation. The most essential part of avoiding problems with knowledge management is to both assign roles and assure that team members understand their roles.
If everyone knows the part that they play in the knowledge management process, your team will be better able to collaborate.
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Knowledge management affects all processes that your IT team encounters. When you and your team members collaborate to establish procedures, these procedures are then used to handle everything from incident reporting to managing databases. Managing knowledge for your IT team allows other processes to flow smoothly by ensuring that there are established procedures available for your team members to follow.
Klaus P. Jantke, Aran Lunzer, Jun Fujima. Tobias Ley, Stefanie N. Lindstaedt, Dietrich Albert.
The Promise of Automated Interactivity. Markus Strohmaier, Stefanie N. Integrated Approach to Detect Inconspicuous Contents. Marcus Willamowski, Oliver W. Wendel, Jan Kuhlmann. Networks, Forms of Exchange and Motivations. Informal social networks—the groups of people who have lunch together or go for a drink after work—are mechanisms for transferring knowledge.
And industry associations are vehicles for sharing ideas and discussing common problems. The key challenge, then, is not to ask yourself how you should be managing your knowledge. Rather, you should start with several questions: How are we currently managing our knowledge? What informal systems have emerged over the years to enable people to get their job done? Where and when do social activities take place? Once you know the answer to these questions, you will be better able to identify the gaps, and the sorts of tools you can put in place to fill those gaps. An example of this is a new media consulting company I have worked with.breachibfopacess.gq
MCB Journal of Knowledge Management, Vol 5, Issue 1
This was a real eye-opener for the managers, because they had assumed that the intranet would be a useful tool for sharing ideas and solving problems. Armed with this insight, they were then in a position to rethink the support they gave to their software programmers, and the function of the corporate intranet. Knowledge management is difficult to do well. While there are plenty of success stories out there, my experience in working with companies that undertake knowledge management initiatives is that most struggle. The reason that these and other initiatives often struggle to get going is that they require fundamental changes in the behaviour of employees.
Such changes take many years to bring about, and unfortunately, there is no real shortcut. Some firms have experimented with hard incentives, such as giving employees a fee for every piece of work they put into the knowledge database. But as you can imagine, such schemes end up creating the wrong behaviours. Most knowledge management techniques end up looking just like the traditional techniques you have been using for years. The deeper that firms get into these sorts of tools, the more they find that managing knowledge is integral to the working of the entire organization.
For example, the Skandia Navigator model I mentioned earlier was built on intellectual capital foundations.
Knowledge Management System
However, it ends up functioning exactly like the Balanced Scorecard. The concept of communities of practice is alluring, but essentially it is just about encouraging people to communicate with one other and share their ideas. This idea is as old as the hills. Knowledge databases have an important role to play in sharing knowledge, but the challenge of aligning such tools with user needs is the same one that IT managers have always faced. These observations are not meant to be cynical.
Knowledge management is as much about generating new knowledge as it is about recycling existing knowledge. Most of the knowledge management literature is inherently inward-looking. Much more important, over the long term, is the ability to bring new knowledge into the organization, and turn it into new products and business models. There are many ways of doing this. The 3M Corporation, for example, has strategic accounts with many leading customers to pursue joint innovation projects.