Knowledge management – collection and structuring of knowledge into reusable assets

Many organizations have adopted an approach to the identification and recording experience, perhaps as part of a post-project review or similar process. Unfortunately, experience has told a tendency to collect dust on a shelf or in the end lost in the UN Charter corner somewhere on a file server. Let's get real how many people will be really hard learned lessons through a series of trawl documents to some important points Glean? The reality is if you can motivate employeesinitiate any kind of "learning before you are" activity, then you? again quite good.

Remember the last time you packed your bag in preparation for a business?

All these things you need to remember? Tickets, passport, currency, itinerary, contacts, driving license, power adapter, Ipod?

We create what we need for our business trips without going through every last box-packing experience in our heads to remind one after the other. Somehow, we maintain a meta-level listin our memory. And yet, when it comes to experience, we expect that people think are working in our company a lot of experiences reported in the hope that a key insight from anchor she is on?

We must find ways to knowledge in an easily accessible "knowledge assets find package" – with a built in line with our customers.

The following steps are taken by the Best-Selling Fieldbook "Learning to Fly – Practical knowledge management from leading and learning organizations ", written by Chris Collison and Geoff Parcell. You need not think of sophisticated, customized technology only wilingness and the structure through, what has been learned.

1. Identify a customer for this knowledge. A clear customer – Have current and future – in the sense that the creation of a knowledge advantage.

2. Get the obvious, what is your knowledge asset really is. What is the scope of your knowledge capital? A> Knowledge Asset must cover a certain area of entrepreneurial activity.

3. Identifying a community of practice in relation to this issue. The community is the source of knowledge, the first users of knowledge in the immediate term, and the people who are a constant on the responsibility for validating the contents of the future in the knowledge base. That's the key? or there is a real danger that you will end up with an electronic Time Capsule – a snapshot in timehow things used to be done – and not the current, valuable know-how in your company.

4. Sort existing material on which your knowledge asset and search can be based on general guidelines. Type in a context so that people can understand the purpose and importance of the knowledge asset. Are there any general guidelines, you can distill from this material?

5. Create a checklist with examples and stories illustrated. The checklist is to say, theUsers of Knowledge:

"What are the questions to ask, should I?"

"What are the steps I need to take?"

Illustrate it with examples, stories, pictures, digital photographs, models, quotes, video and audio clips, if possible.

6. Include links to the people. Creating a hyperlink to a personal home page of the person to call or e-mail address, when you text in the. Include a list of all persons with a relationship to the content. ThumbnailsPhotographs, if they are available.

7.Validate the guidelines back into circulation to the guidelines of the community, and ask: "Is exactly in the Guidelines reflect your knowledge and experience?" "Did you add anything?"

8. Keep your knowledge base. Publish the knowledge in an area where they can be accessed from their community. In most cases this will mean the company intranet.

9. Initiate a feedback process, and ownership. Encourage feedback from users, so that they collect and dispose of invalid recommendations. Convey a sense of obligation that "if you should use it, then you add to it."

Over time you will build a series of assets related knowledge of key processes in your organization? bring those areas that competitive advantage can. The creation of these findings tangible assets provides a focus for the communities of practice associated with each, and finally will give credibility to your> Knowledge Management efforts.

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