NAJWAALSLEMI_MGT403

Description

Learning Outcomes: Define the fundamental theories of public sector management. (LO1.1) Describe the simple and complex issues pertaining to public management (LO1.2) Assignment Question(s)(Marks 10) Part 1 1. Effective management of human resources in public administration requires the incorporation of human resources development and continuous strategic planning for selecting “the right person for the right job”. Discuss your answer in about 500 words. (5 Marks) Part 2 Critical Thinking Question Managing Human Resources is critical in changing the role of the State and public sector policies. In light of this discuss the role of human resource management for effective public administration. Limit your answer to about 500 words. (5 Marks). It is mandatory to include at least two scholarly journal articles in your answer. Answers Answer-Answer-Answer- Answer

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‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 1 MGT403 (2nd Term 2023-2024)
Deadline: 09/03/2024 @ 23:59
(To be posted/released to students on BB anytime in Week 4)
Course Name: Knowledge Management
Course Code: MGT-403
Student’s Name:
Semester: 2nd
CRN: 23974
Student’s ID Number:
Academic Year: 2023-2024, 2nd Term
For Instructor’s Use only
Instructor’s Name: Dr. Farhat Anjum
Students’ Grade: /10
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
• This assignment is an individual assignment.
• Due date for Assignment 1 is by the end of Week 7 (09/03/2024)
• The Assignment must be submitted only in WORD format via allocated folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented; marks may be
reduced for poor presentation. This includes filling your information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬
College of Administrative and Financial Sciences
Assignment Purposes/Learning Outcomes:
After completion of Assignment-1 students will be able to understand the
LO 1.1: Recognize the overall knowledge management processes, concepts, goals and
strategies within the context of organization.
LO 1.2: Describe how valuable individual, group and organizational knowledge is
managed throughout the knowledge management cycle.
L.O 1.3: Define the different Knowledge types and explain how they are addressed by
knowledge management in different business environments.
Assignment Questions:
(10 Marks)
This Assignment is a report-based assignment.
The Assignment structure is as follows:
Part A: (5 Marks)
The Part A of the assignment must consist of the answers to following questions.
a). Discuss in detail the concept of knowledge management and its implications in present
day organisations.
b). Write a brief note on concept analysis.
c). explain the concept of Tacit knowledge and explicit knowledge with suitable examples.
Part B: (5 Marks)
Knowledge management cycle and Models:
a). Discuss in detail the Wiig’s Knowledge management cycle. How is it different from
McElroy’s Knowledge management cycle.
b). explain The Nonaka and Takeuchi KM model of knowledge conversion.
c). Briefly describe the Choo Sense-Making KM model.
(Support each part of the assignment with Proper references)
Knowledge Management in
Theory and Practice
Week 1: Introduction
1
Week 1: Introduction to
Knowledge Management (KM)
⬥ Key KM concepts and their definitions



Tacit and explicit knowledge
Knowledge in action
Knowledge to create value
‫ اﻟﺮﺋﯿﺴﯿﺔ وﺗﻌﺮﯾﻔﺎﺗﮭﺎ‬KM ‫ﻣﻔﺎھﯿﻢ‬
‫اﻟﻤﻌﺮﻓﺔ اﻟﻀﻤﻨﯿﺔ واﻟﺼﺮﯾﺤﺔ‬
‫اﻟﻤﻌﺮﻓﺔ ﻓﻲ اﻟﻌﻤﻞ‬
‫اﻟﻤﻌﺮﻓﺔ ﻟﺨﻠﻖ اﻟﻘﯿﻤﺔ‬




Write down your definition of knowledge managementthis will not be collected but you will refer back to your
definition in later classes
2
Introduction
⬥ When asked, most company executives
say their greatest asset is knowledge
held by their employees
⬥ They also state they have no idea how
to manage this knowledge.
‫ ﯾﻘﻮل ﻣﻌﻈﻢ اﻟﻤﺪﯾﺮﯾﻦ اﻟﺘﻨﻔﯿﺬﯾﯿﻦ ﻟﻠﺸﺮﻛﺔ أن‬، ‫⬥ ﻋﻨﺪﻣﺎ ﯾﻄﻠﺐ ﻣﻨﮭﻢ‬
‫أﻋﻈﻢ أﺻﻮﻟﮭﻢ ھﻲ اﻟﻤﻌﺮﻓﺔ اﻟﺘﻲ ﯾﻤﺘﻠﻜﮭﺎ ﻣﻮظﻔﻮھﻢ‬
‫⬥ ﯾﺬﻛﺮون أﯾﻀًﺎ أﻧﮭﻢ ﻟﯿﺲ ﻟﺪﯾﮭﻢ أي ﻓﻜﺮة ﻋﻦ ﻛﯿﻔﯿﺔ إدارة ھﺬه‬
‫اﻟﻤﻌﺮﻓﺔ‬
3
From physical assets to
knowledge assets
⬥ Knowledge has now become more valuable that physical “things”
■ SABRE reservation system vs. airplanes
■ Now – customer bill of rights, vouchers for delayed flights –
customer satisfaction (and revenues) at an all-time low
‫أﺻﺒﺤﺖ اﻟﻤﻌﺮﻓﺔ اﻵن أﻛﺜﺮ ﻗﯿﻤﺔ أن “اﻷﺷﯿﺎء” اﻟﻤﺎدﯾﺔ‬
‫ ﻣﻘﺎﺑﻞ اﻟﻄﺎﺋﺮات‬SABER ‫ﻧﻈﺎم ﺣﺠﺰ‬
‫ رﺿﺎ اﻟﻌﻤﻼء‬- ‫ وﻗﺴﺎﺋﻢ اﻟﺮﺣﻼت اﻟﻤﺘﺄﺧﺮة‬، ‫ وﺛﯿﻘﺔ ﺣﻘﻮق اﻟﻌﻤﻼء‬- ‫اﻵن‬
‫)واﻹﯾﺮادات( ﻋﻨﺪ أدﻧﻰ ﻣﺴﺘﻮى ﻟﮭﺎ‬



4
Interdisciplinary Nature of KM
5
The 3 Generations of KM

1st Generation:
● “if we only knew what we know”

IT
2nd Generation:
● “if we only knew who knows about….”

PEOPLE
3rd Generation:
● “if we could only organize our knowledge….”
CONTENT
6
Today’s Working Environment
More &
Faster
More
Global
KM
More
Mobile
More
Connected
7
Increasing Complexity
⬥ Today’s work environment is more complex due to an increase in the
number of subjective knowledge items we need to attend to everyday



Filtering over 200 emails, faxes, voicemail messages on a daily basis – how
to prioritize?
Having to “think on our feet” as expected response time has greatly
decreased as well
KM is a response to the challenge of trying to manage this complexity
amidst information overload


A “science of complexity”
Knowledge and entropy production have an inverse relationship
‫ﺑﯿﺌﺔ اﻟﻌﻤﻞ اﻟﯿﻮم أﻛﺜﺮ ﺗﻌﻘﯿﺪًا ﺑﺴﺒﺐ زﯾﺎدة ﻋﺪد ﻋﻨﺎﺻﺮ اﻟﻤﻌﺮﻓﺔ اﻟﺬاﺗﯿﺔ اﻟﺘﻲ ﻧﺤﺘﺎج إﻟﻰ اﻻھﺘﻤﺎم ﺑﮭﺎ ﯾﻮﻣﯿًﺎ‬
‫ ﻛﯿﻔﯿﺔ ﺗﺤﺪﯾﺪ‬- ‫ ﻣﻦ رﺳﺎﺋﻞ اﻟﺒﺮﯾﺪ اﻹﻟﻜﺘﺮوﻧﻲ واﻟﻔﺎﻛﺴﺎت ورﺳﺎﺋﻞ اﻟﺒﺮﯾﺪ اﻟﺼﻮﺗﻲ ﻋﻠﻰ أﺳﺎس ﯾﻮﻣﻲ‬200 ‫▪ ﺗﺼﻔﯿﺔ أﻛﺜﺮ ﻣﻦ‬
‫اﻷوﻟﻮﯾﺎت؟‬
‫▪ اﻟﺤﺎﺟﺔ إﻟﻰ “اﻟﺘﻔﻜﯿﺮ ﻓﻲ أﻗﺪاﻣﻨﺎ” ﻛﻤﺎ اﻧﺨﻔﺾ وﻗﺖ اﻻﺳﺘﺠﺎﺑﺔ اﻟﻤﺘﻮﻗﻊ ﺑﺸﻜﻞ ﻛﺒﯿﺮ ﻛﺬﻟﻚ‬
‫▪ ﻛﻢ ھﻮ اﺳﺘﺠﺎﺑﺔ ﻟﻠﺘﺤﺪي اﻟﻤﺘﻤﺜﻞ ﻓﻲ ﻣﺤﺎوﻟﺔ إدارة ھﺬا اﻟﺘﻌﻘﯿﺪ وﺳﻂ اﻟﺤﻤﻞ اﻟﺰاﺋﺪ ﻟﻠﻤﻌﻠﻮﻣﺎت‬
“‫▪ “ﻋﻠﻢ اﻟﺘﻌﻘﯿﺪ‬
‫▪ إﻧﺘﺎج اﻟﻤﻌﺮﻓﺔ واﻟﻨﺘﺮوب ﻟﮭﻤﺎ ﻋﻼﻗﺔ ﻋﻜﺴﯿﺔ‬
8
Hiring Scenario
‫ﺗﻮظﯿﻒ اﻟﺴﯿﻨﺎرﯾﻮ‬
⬥ You have been asked to hire an assistant
⬥ What sorts of things would you require from human
resources?
What questions would you ask HR?
■ What would you require from all applicants?

‫❖ ﻟﻘﺪ طُﻠﺐ ﻣﻨﻚ ﺗﻌﯿﯿﻦ ﻣﺴﺎﻋﺪ‬
‫❖ ﻣﺎ ھﻲ أﻧﻮاع اﻷﺷﯿﺎء اﻟﺘﻲ ﺗﺤﺘﺎﺟﮭﺎ ﻣﻦ اﻟﻤﻮارد اﻟﺒﺸﺮﯾﺔ؟‬
‫▪ ﻣﺎ ھﻲ اﻷﺳﺌﻠﺔ اﻟﺘﻲ ﺗﻄﺮﺣﮭﺎ ﻋﻠﻰ اﻟﻤﻮارد اﻟﺒﺸﺮﯾﺔ؟‬
‫▪ ﻣﺎذا ﺗﺤﺘﺎج ﻣﻦ ﺟﻤﯿﻊ اﻟﻤﺘﻘﺪﻣﯿﻦ؟‬
9
Applicant Information
‫ﻣﻌﻠﻮﻣﺎت ﻣﻘﺪم اﻟﻄﻠﺐ‬
⬥ Curriculum vitae (resume) ‫ﺳﺠﻞ اﻟﺴﯿﺮة اﻟﺬاﺗﯿﺔ‬
⬥ References
⬥ Test results (e.g. language, aptitude‫) ﻣﻮھﺒﮫ‬
⬥ …..
10
Hiring Scenario Continued
⬥ You have selected 3 of the applicants to go to the
next stage – the interview.
⬥ Write down 3-4 questions that you would ask of the
candidate during the interview.
.‫ اﻟﻤﻘﺎﺑﻠﺔ‬- ‫ ﻣﻦ اﻟﻤﺘﻘﺪﻣﯿﻦ ﻟﻠﺬھﺎب إﻟﻰ اﻟﻤﺮﺣﻠﺔ اﻟﺘﺎﻟﯿﺔ‬3 ‫▪ ﻟﻘﺪ اﺧﺘﺮت‬
.‫ أﺳﺌﻠﺔ ﺳﺘﻄﺮﺣﮭﺎ ﻋﻠﻰ اﻟﻤﺮﺷﺢ أﺛﻨﺎء اﻟﻤﻘﺎﺑﻠﺔ‬4-3 ‫▪ اﻛﺘﺐ‬
11
Applicant Information
⬥ Previous experience
⬥ Reason why they are applying
⬥ Role-playing or decision simulation
⬥ Request they demonstrate bilingualism
⬥ ……
‫ﺧﺒﺮة ﺳﺎﺑﻘﺔ‬
‫اﻟﺴﺒﺐ وراء ﺗﻘﺪﻣﮭﻢ‬
‫ﻟﻌﺐ اﻷدوار أو ﻣﺤﺎﻛﺎة اﻟﻘﺮار‬
‫طﻠﺐ أﻧﮭﺎ ﺗﺜﺒﺖ ﺛﻨﺎﺋﯿﺔ اﻟﻠﻐﺔ‬




12
13
Explicit vs. Tacit Knowledge
Tacit Knowledge
Explicit Knowledge
file
s
80-85%
15-20%
active
passive
14
The ubiquitous “shared drive”
“‫اﻟﻘﯿﺎدة اﻟﻤﺸﺘﺮﻛﺔ” ﻓﻲ ﻛﻞ ﻣﻜﺎن‬
⬥ All organizations have them

They tend to be chaotically organized, if at all
● Organizing principles tacit
● Organize for me but what about others?
‫▪ ﺟﻤﯿﻊ اﻟﻤﻨﻈﻤﺎت ﻟﺪﯾﮭﺎ ﻟﮭﻢ‬
‫ إن وﺟﺪت‬، ‫▪ إﻧﮭﺎ ﺗﻤﯿﻞ إﻟﻰ أن ﺗﻜﻮن ﻣﻨﻈﻤﺔ ﺑﻄﺮﯾﻘﺔ ﻓﻮﺿﻮﯾﺔ‬
‫▪ ﺗﻨﻈﯿﻢ اﻟﻤﺒﺎدئ اﻟﻀﻤﻨﯿﺔ‬
‫▪ ﺗﻨﻈﯿﻢ ﻟﻲ وﻟﻜﻦ ﻣﺎذا ﻋﻦ اﻵﺧﺮﯾﻦ؟‬
15
Shared Drive Organization:
Which one would you choose?
Folders:
•Sarah
•Peter
•Robert … one for
each employee
A
OR:
Folders:
•Project Apollo
•Task force on KM
•Proposal … one for
each collaborative
project
B
16
Next challenge: Preserving valuable knowledge
‫ اﻟﺤﻔﺎظ ﻋﻠﻰ اﻟﻤﻌﺮﻓﺔ اﻟﻘﯿﻤﺔ‬:‫اﻟﺘﺤﺪي اﻟﺘﺎﻟﻲ‬
⬥ Organizational “amnesia” or forgetting
⬥ “‫ﻓﻘﺪان اﻟﺬاﻛﺮة” اﻟﺘﻨﻈﯿﻤﯿﺔ أو اﻟﻨﺴﯿﺎن‬
The cost of lost knowledge:
Once upon a time we put a man
on the moon – today we can no
longer do so. The blueprints for the
Saturn booster are no longer at
NASA – the only rocket with enough
thrust to send a manned payload on
its way. The original Apollo workforce is long since retired … some
documents endure but they are
devoid of meaning (Petch, 1998)
NASA loses film of first moon
landing:
The original film of man’s first steps
on the moon have been lost. The
original tapes, although nowhere
near the standard of normal tv
transmission, would still be of far
better quality than the video we
have.
NASA simply filed them away. And
as personnel retired or died, the
location of the tapes was forgotten.
17
Concept Analysis
A method to better understand (and
ultimately define) complex, subjective
and value-laden concepts
‫طﺮﯾﻘﺔ ﻟﻔﮭﻢ أﻓﻀﻞ ﻟﻠﻤﻔﺎھﯿﻢ اﻟﻤﻌﻘﺪة واﻟﺬاﺗﯿﺔ واﻟﻤﻠﯿﺌﺔ ﺑﺎﻟﻘﯿﻢ )وﺗﻌﺮﯾﻔﮭﺎ‬
(‫ﻓﻲ اﻟﻨﮭﺎﯾﺔ‬
18
What is Knowledge
Management?

KM is the systematic, explicit and deliberate building, renewal and application of
knowledge to maximize an enterprise’s knowledge-related effectiveness and returns
from knowledge assets (K. Wiig)

KM is the process of capturing a company’s collective expertise wherever it resides: in
databases, on paper, in people’s heads – and distributing it to wherever it can help
produce the biggest payoff. (Hibbard)

KM is getting the right knowledge to the right people at the right time so they can make
the best decision (Petrash)

‫( ھﻲ ﺑﻨﺎء اﻟﻤﻌﺮﻓﺔ وﺗﺠﺪﯾﺪھﺎ وﺗﻄﺒﯿﻘﮭﺎ ﺑﺸﻜﻞ ﻣﻨﮭﺠﻲ وﺻﺮﯾﺢ وﻣﺪروس ﻟﺰﯾﺎدة اﻟﻔﻌﺎﻟﯿﺔ اﻟﻤﺮﺗﺒﻄﺔ ﺑﺎﻟﻤﻌﺮﻓﺔ‬KM) ‫إدارة اﻟﻤﻌﺮﻓﺔ‬
(K. Wiig) ‫ﻟﺪى اﻟﻤﺆﺳﺴﺔ واﻟﻌﻮاﺋﺪ ﻣﻦ أﺻﻮل اﻟﻤﻌﺮﻓﺔ‬

‫ وﺗﻮزﯾﻌﮭﺎ‬- ‫ ﻓﻲ رؤوس اﻷﺷﺨﺎص‬، ‫ ﻋﻠﻰ اﻟﻮرق‬، ‫ ﻓﻲ ﻗﻮاﻋﺪ اﻟﺒﯿﺎﻧﺎت‬:‫ ھﻲ ﻋﻤﻠﯿﺔ اﻟﺘﻘﺎط اﻟﺨﺒﺮة اﻟﺠﻤﺎﻋﯿﺔ ﻟﻠﺸﺮﻛﺔ أﯾﻨﻤﺎ ﻛﺎﻧﺖ‬KM
19
More KM Definitions

It is the attempt to recognize what is essentially a human asset buried
in the minds of individuals, and leverage it into an organizational asset
that can be accessed and used by a broader set of individuals on
whose decisions the firm depends. —Larry Prusak

KM applies systematic approaches to find, understand and use
knowledge to create value (O’Dell)

KM is the explicit control and management of knowledge within an
organization aimed at achieving the company’s objectives (van der
Spek)

KM is the formalization of and access to experience, knowledge, and
expertise that create new capabilities, enable superior performance,
encourage innovation and enhance customer value (Beckman)
20
‫إﻧﮭﺎ ﻣﺤﺎوﻟﺔ ﻟﻠﺘﻌﺮف ﻋﻠﻰ اﻷﺻﻮل اﻟﺒﺸﺮﯾﺔ اﻟﻤﺪﻓﻮﻧﺔ ﻓﻲ أذھﺎن اﻷﻓﺮاد ‪ ،‬واﻻﺳﺘﻔﺎدة ﻣﻨﮭﺎ ﻛﺄﺻﻞ‬
‫ﺗﻨﻈﯿﻤﻲ ﯾﻤﻜﻦ اﻟﻮﺻﻮل إﻟﯿﮫ واﺳﺘﺨﺪاﻣﮫ ﻣﻦ ﻗﺒﻞ ﻣﺠﻤﻮﻋﺔ أوﺳﻊ ﻣﻦ اﻷﻓﺮاد اﻟﺬﯾﻦ ﺗﻌﺘﻤﺪ اﻟﺸﺮﻛﺔ ﻋﻠﻰ‬
‫ﻗﺮاراﺗﮭﻢ‪ .‬ﻻري ﺑﺮوﺳﺎك‬
‫)‪ (O’Dell‬ﻣﻨﮭﺠﯿﺎت ﻣﻨﺘﻈﻤﺔ ﻟﻠﻌﺜﻮر ﻋﻠﻰ اﻟﻤﻌﺮﻓﺔ وﻓﮭﻤﮭﺎ واﺳﺘﺨﺪاﻣﮭﺎ ﻹﻧﺸﺎء ﻗﯿﻤﺔ ‪ KM‬ﺗﻄﺒﻖ‬
‫ھﻲ اﻟﺴﯿﻄﺮة واﻹدارة اﻟﺼﺮﯾﺤﺔ ﻟﻠﻤﻌﺮﻓﺔ داﺧﻞ اﻟﻤﻨﻈﻤﺔ اﻟﺘﻲ ﺗﮭﺪف إﻟﻰ ﺗﺤﻘﯿﻖ أھﺪاف اﻟﺸﺮﻛﺔ ‪KM‬‬
‫)‪(van der Spek‬‬
‫ھﻲ إﺿﻔﺎء اﻟﻄﺎﺑﻊ اﻟﺮﺳﻤﻲ ﻋﻠﻰ اﻟﺨﺒﺮة واﻟﻤﻌﺮﻓﺔ واﻟﺨﺒﺮة اﻟﺘﻲ ﺗﻮﻓﺮ إﻣﻜﺎﻧﺎت ﺟﺪﯾﺪة وإﺗﺎﺣﺔ ‪KM‬‬
‫)‪ (Beckman‬اﻟﻮﺻﻮل إﻟﯿﮭﺎ ‪ ،‬وﺗﻤﻜﯿﻦ اﻷداء اﻟﻤﺘﻔﻮق ‪ ،‬وﺗﺸﺠﯿﻊ اﻻﺑﺘﻜﺎر وﺗﻌﺰﯾﺰ ﻗﯿﻤﺔ اﻟﻌﻤﻼء‬
‫‪21‬‬
A Concept Analysis Exercise
⬥ What key attributes need to be present in a
definition of Knowledge Management?
⬥ What are some good examples?
⬥ What are some good “non” examples?
22
KM is:
⬥ A management philosophy that takes systematic and explicit
advantage of knowledge to make the organization act more
intelligently
⬥ Knowledge is used/applied for both operational and strategic
purposes
⬥ Ways to find, analyze, categorize critical knowledge areas to
make sure appropriate knowledge is available when and where
needed
‫ﻓﻠﺴﻔﺔ اﻹدارة اﻟﺘﻲ ﺗﺴﺘﻔﯿﺪ ﺑﺸﻜﻞ ﻣﻨﮭﺠﻲ وﺻﺮﯾﺢ ﻣﻦ اﻟﻤﻌﺮﻓﺔ ﻟﺠﻌﻞ اﻟﻤﻨﻈﻤﺔ ﺗﻌﻤﻞ ﺑﺬﻛﺎء أﻛﺒﺮ‬
‫ ﺗﻄﺒﯿﻖ اﻟﻤﻌﺮﻓﺔ ﻟﻸﻏﺮاض اﻟﺘﺸﻐﯿﻠﯿﺔ واﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬/ ‫ﯾﺘﻢ اﺳﺘﺨﺪام‬
‫طﺮق ﻹﯾﺠﺎد وﺗﺤﻠﯿﻞ وﺗﺼﻨﯿﻒ ﻣﺠﺎﻻت اﻟﻤﻌﺮﻓﺔ اﻟﺤﺮﺟﺔ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺗﻮﻓﺮ اﻟﻤﻌﺮﻓﺔ اﻟﻤﻨﺎﺳﺒﺔ ﻋﻨﺪ اﻟﺤﺎﺟﺔ‬
23



KM is NOT….





KM is NOT power, it is how you use it that matters!
KM is not archiving all existing explicit knowledge
A set of isolated techniques without a common framework
a different label for IT, HR or training
A command and control system for knowledge


⬥ ‫ﻣﺟﻣوﻋﺔ ﻣن اﻟﺗﻘﻧﯾﺎت اﻟﻣﻌزوﻟﺔ ﺑدون إطﺎر ﻣﺷﺗرك‬
⬥ ‫ﺗﺳﻣﯾﺔ ﻣﺧﺗﻠﻔﺔ ﻟﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت أو اﻟﻣوارد اﻟﺑﺷرﯾﺔ أو اﻟﺗدرﯾب‬
⬥ ‫ﻧظﺎم اﻟﻘﯾﺎدة واﻟﺳﯾطرة ﻟﻠﻣﻌرﻓﺔ‬
24
Some examples
⬥ Here are some examples of concepts
analyzed by previous classes
⬥ Today – we will divide into smaller groups
and try out the concept analysis technique
25
The concept “digital library”
⬥ Synonyms, antonyms (not just a website, nor a webcast, nor
a database, nor a…)
⬥ Perspective of:





An organization that provides resources – – people
A collection of digital objects – – content
A technology – – container
Information-seeking different? (location-independent)
Subset of a traditional library? (electronic extension of a library)
(1) an organized collection of digital information.
(2) supports creation, maintenance, management, access to and
preservation of digital content
(3) information stored in digital format available over a network
26
The concept “being green”
⬥ Examples









Recycling
Composting
Carpooling
Bicycles
Carpooling
Conservation of resources
Pollution control
Political action
Decrease carbon footprint
⬥ Examples








Awareness
Regulations
Acting locally
Using alternative energy
sources
Sustainable transportation
Develop green technologies
Kyoto protocol
Recycle reduce reuse slogan
27
The concept “being green”
⬥ Negative Examples








Companies claiming to be
green fraudulently
waste
Excessive consumption
Short-term oriented
Laissez-faire attitude
Carbon tax credits
Carbon offsets
SUVs
⬥ Negative Examples








Ethanol gas
Paperless offices
Promotion campaign
Getting mileage out of
claiming to be green
Plastic bags
One-time use only
Climate change
Greenhouse effect
28
The concept “being green”
⬥ Attributes









Reduce the use of non-renewable resources
A lifestyle or state of mind that involves making a choice to act towards
sustainability
Local vs. global and individual vs. group
Communal resources and consumption
Attitude of an individual, organization or community that is conscientious of
the environment and dictates their choices and actions
Way of thinking about waste reduction, awareness of consumption at the
individual, corporate and community level – scalable anywhere in between
Collaboration
Social phenomenon
Social and political components
29
‫ﺳﻤﺎت ▪‬
‫ﺗﻘﻠﯿﻞ اﺳﺘﺨﺪام اﻟﻤﻮارد ﻏﯿﺮ اﻟﻤﺘﺠﺪدة‬
‫أﺳﻠﻮب ﺣﯿﺎة أو ﺣﺎﻟﺔ ذھﻨﯿﺔ ﺗﺘﻀﻤﻦ اﺗﺨﺎذ ﺧﯿﺎر ﻟﻠﻌﻤﻞ ﻧﺤﻮ اﻻﺳﺘﺪاﻣﺔ‬
‫اﻟﻤﺤﻠﯿﺔ ﻣﻘﺎﺑﻞ اﻟﻌﺎﻟﻤﯿﺔ واﻟﻔﺮدﯾﺔ ﻣﻘﺎﺑﻞ اﻟﻤﺠﻤﻮﻋﺔ‬
‫اﻟﻤﻮارد اﻟﻤﺠﺘﻤﻌﯿﺔ واﻻﺳﺘﮭﻼك‬
‫ﻣﻮﻗﻒ اﻟﻔﺮد أو اﻟﻤﻨﻈﻤﺔ أو اﻟﻤﺠﺘﻤﻊ اﻟﺬي ﯾﻌﻲ ﺑﺎﻟﺒﯿﺌﺔ وﯾﻤﻠﻲ ﺧﯿﺎراﺗﮫ وأﻓﻌﺎﻟﮫ‬
‫طﺮﯾﻘﺔ ﻟﻠﺘﻔﻜﯿﺮ ﻓﻲ اﻟﺤﺪ ﻣﻦ اﻟﻨﻔﺎﯾﺎت ‪ ،‬واﻟﻮﻋﻲ ﺑﺎﻻﺳﺘﮭﻼك ﻋﻠﻰ ﻣﺴﺘﻮى اﻟﻔﺮد واﻟﺸﺮﻛﺎت‬
‫واﻟﻤﺠﺘﻤﻊ ‪ -‬ﻗﺎﺑﻠﺔ ﻟﻠﺘﻄﻮﯾﺮ ﻓﻲ أي ﻣﻜﺎن ﺑﯿﻨﮭﻤﺎ‬
‫ﺗﻌﺎون‬
‫ظﺎھﺮة اﺟﺘﻤﺎﻋﯿﺔ‬
‫اﻟﻤﻜﻮﻧﺎت اﻻﺟﺘﻤﺎﻋﯿﺔ واﻟﺴﯿﺎﺳﯿﺔ‬
‫‪30‬‬
Knowledge Management in Theory
and Practice
Lecture 2: The Knowledge
Management Cycle
‫دورة إدارة المعرفة‬
Overview
 Major KM Cycles
Knowledge-Information Cycle (ACIIC
Knowledge Economy)
 Meyer and Zack KM Cycle
 Bukowitz and Wiliams
 McElroy KM Cycle
 Wiig KM Cycle

2
KM Cycle Processes
‫عمليات دورة إدارة المعرفة‬
 Knowledge Capture
 Knowledge Creation
 Knowledge Codification
 Knowledge Sharing
 Knowledge Access
 Knowledge Application
 Knowledge Re-Use
‫ التقاط المعرفة‬
‫ خلق المعرفة‬
‫ تدوين المعرفة‬
‫ مشاركة المعرفة‬
‫ وصول المعرفة‬
‫ تطبيق المعرفة‬
‫ إعادة استخدام المعرفة‬
3
Knowledge-Information Cycle*
* ‫دورة المعرفة والمعلومات‬
 The ability to manage knowledge is becoming ever more
crucial in the knowledge economy
Where creation and diffusion of knowledge are increasingly
important factors in competitiveness
 Knowledge is a commodity now

 Embedded in products, especially hi-tech products
 Embedded in the tacit knowledge of highly mobile employees
‫ أصبحت القدرة على إدارة المعرفة أكثر أهمية من أي وقت مضى في اقتصاد المعرفة‬
‫ حيث يكون إنشاء ونشر المعرفة عاملين مهمين بشكل متزايد في القدرة التنافسية‬‫ المعرفة هي سلعة اآلن‬‫ وخاصة منتجات التكنولوجيا الفائقة‬، ‫ جزءا ال يتجزأ من المنتجات‬‫ جزءا ال يتجزأ من المعرفة الضمنية للموظفين المتنقلين للغاية‬4
Knowledge Economy & the KnowledgeInformation Cycle
‫اقتصاد المعرفة ودورة المعرفة‬
 Some paradoxes of knowledge:





Using knowledge does not consume it
Transferring knowledge does not lose it
Knowledge is abundant, but the ability to use it is scarce
Producing knowledge resists organization
Much of knowledge walks out the door at the end of the day
:‫بعض مفارقات المعرفة‬
‫باستخدام المعرفة ال تستهلك ذلك‬
‫نقل المعرفة ال يفقدها‬
‫ لكن القدرة على استخدامها نادرة‬، ‫المعرفة وفيرة‬
‫إنتاج المعرفة يقاوم التنظيم‬
‫الكثير من المعرفة تخرج من الباب في نهاية اليوم‬
5
Knowledge -Information Cycle/2
 Need to systematically identify, generate, acquire, diffuse, and capture
the benefits of knowledge that provide a strategic advantage
 Clear distinction must be made between information – which is
digitizable, and knowledge – which exists only in intelligent systems

Knowledge-information cycle looks at how information is transformed into
knowledge and vice versa via creation and application processes
‫• تحتاج إلى تحديد وتوليد واكتساب ونشر وانتزاع فوائد المعرفة التي توفر ميزة استراتيجية بشكل منهجي‬
‫ التي ال توجد إال في األنظمة الذكية‬- ‫ والمعرفة‬، ‫ القابلة للتحويل‬- ‫• يجب التمييز بوضوح بين المعلومات‬
‫ تبحث دورة معلومات المعرفة في كيفية تحويل المعلومات إلى معرفة والعكس بالعكس من خالل‬‫عمليات اإلنشاء والتطبيق‬
6
Knowledge-Information Cycle/3
7
Knowledge-Information Cycle
Processes
‫عمليات دورة المعرفة والمعلومات‬
 Establish appropriate information management systems and processes
 Identify and locate knowledge and knowledge sources within the organization
 Code knowledge (translate knowledge into explicit information) to allow re-use
economies to operate
 Create networks, practices, and incentives to facilitate person-to-person
knowledge transfer where the focus is on the unique solution
 Add personal knowledge management to the organizational repertoire
(“corporate memory”)
‫إنشاء نظم إدارة المعلومات المناسبة والعمليات‬
‫تحديد وتحديد مصادر المعرفة والمعرفة داخل المنظمة‬
‫كود المعرفة (ترجمة المعرفة إلى معلومات واضحة) للسماح إلعادة استخدام االقتصادات للعمل‬
‫قم بإنشاء شبكات وممارسات وحوافز لتسهيل نقل المعرفة من شخص إلى آخر حيث ينصب التركيز على الحل الفريد‬
)”‫إضافة إدارة المعرفة الشخصية إلى السجل التنظيمي (“ذاكرة الشركة‬
8





M. Zack KM Cycle
9
Zack KM Cycle/2
10
Zack KM Cycle/3
 The Meyers Zack model is an informationprocessing model
Adapted to knowledge content
 Refinement step is a crucial one
 Also – the notion of renewal
 Based on notion of an information asset

‫ نموذج مايرز زاك هو نموذج لمعالجة المعلومات‬
‫ تتكيف مع محتوى المعرفة‬‫ خطوة الصقل هي واحدة حاسمة‬‫ فكرة التجديد‬- ‫ أيضا‬‫ بنا ًء على مفهوم األصول المعلوماتية‬11
KM Cycle Processes
‫عمليات دورة إدارة المعرفة‬
 Knowledge Capture
 Knowledge Creation
 Knowledge Codification and
refinement
 Knowledge Sharing
 Knowledge Access
 Knowledge Application
 Knowledge Re-Use
‫ التقاط المعرفة‬
‫ خلق المعرفة‬
‫ تدوين المعرفة وصقلها‬
‫ مشاركة المعرفة‬
‫ وصول المعرفة‬
‫ تطبيق المعرفة‬
‫ إعادة استخدام المعرفة‬
12
McElroy KM Cycle
Individual &
Group
Learning
Formulate
Knowledge
Claim
Knowledge
Claim
Formulation
Codified
Knowledge
Claim
Knowledge
Claim
Evaluation
Information
Acquisition
13
McElroy KM Cycle/2
Information about:
•Surviving knowledge claim
•Falsified knowledge claim
•Undecided knowledge claim
Knowledge
Production
Organizational
Knowledge
14
McElroy KM Cycle/3
 Organizational knowledge is held collectively in both individuals
and groups
 Knowledge use either meets or fails to meet business expectations
 Matches lead to reuse
 Mis-matches lead to adjustments in business processing
behaviour (learning)
 Clear step where knowledge is evaluated and a conscious decision
is made as to whether or not it should be incorporated into
organizational memory
‫تعقد المعرفة التنظيمية بشكل جماعي في كل من األفراد والجماعات‬
‫استخدام المعرفة يجتمع أو يفشل في تلبية توقعات العمل‬
‫المباريات تؤدي إلى إعادة استخدامها‬
)‫سوء المباريات تؤدي إلى تعديالت في سلوك معالجة األعمال (التعلم‬
‫خطوة واضحة حيث يتم تقييم المعرفة واتخاذ قرار واع بشأن ما إذا كان ينبغي إدراجها في الذاكرة التنظيمية أم ال‬





15
KM Cycle Processes
‫عمليات دورة إدارة المعرفة‬
 Knowledge Capture
 Knowledge Creation
 Knowledge Codification &
Refinement
 Knowledge Sharing
 Knowledge Access
 Knowledge Application
 Knowledge Evaluation & Re-Use
‫ التقاط المعرفة‬
‫ خلق المعرفة‬
‫ تدوين المعرفة وتنقيحها‬
‫ مشاركة المعرفة‬
‫ وصول المعرفة‬
‫ تطبيق المعرفة‬
‫ تقييم المعرفة وإعادة االستخدام‬
16
Bukowitz and Williams
ASSESS
GET
USE
LEARN
Knowledge
CONTRIBUTE
BUILD/SUSTAIN
OR: DIVEST
17
Bukowitz and Williams /2
 Get: seeking out information


Tacit and explicit
Being selective when faced with information overload
 Use: combine content in new and interesting ways to foster
innovation in the organization
 Learn: learning from experiences

Creation of an organizational memory
‫ البحث عن المعلومات‬:‫ الحصول على‬
‫ ضمني وصريح‬‫ أن تكون انتقائية عند مواجهة الحمل الزائد للمعلومات‬‫ ادمج المحتوى بطرق جديدة ومثيرة لتعزيز االبتكار في المؤسسة‬:‫ االستخدام‬
‫ التعلم من التجارب‬:‫ تعلم‬
‫ إنشاء ذاكرة تنظيمية‬18
Bukowitz and Williams/3
 Contribute: motivate employees to post what they have
learned to a knowledge base

Link individual learning and knowledge to organizational memory
 Assess: evaluation of intellectual capital

Identify assets, metrics to assess them and link these directly to
business objectives
‫ تحفيز الموظفين لنشر ما تعلموه في قاعدة المعرفة‬:‫ المساهمة‬
‫ ربط التعلم الفردي والمعرفة بالذاكرة التنظيمية‬‫ تقييم رأس المال الفكري‬:‫ تقييم‬
‫ والمقاييس لتقييمها وربطها مباشرة بأهداف العمل‬، ‫ تحديد األصول‬19
Bukowitz and Williams/4
 Build and Sustain: allocate resources to maintain
knowledge base

Contribute to viability, competitiveness
 Divest: should not keep assets that are no longer of any
business value
Transfer outside the organization e.g. outsourcing
 Patent, spin off companies etc.

‫ تخصيص الموارد للحفاظ على قاعدة المعرفة‬:‫بناء واستدامة‬
‫ المساهمة في الجدوى والتنافسية‬‫ يجب أال تحتفظ باألصول التي لم تعد لها أي قيمة أعمال‬:‫تجريد‬
‫ على سبيل المثال االستعانة بمصادر خارجية‬، ‫ التحويل خارج المنظمة‬‫ عرض الشركات الخ‬، ‫ براءة اختراع‬-


20
KM Cycle Processes
‫عمليات دورة إدارة المعرفة‬








Knowledge Capture
Knowledge Creation & Contribution
Selectively filter contributions
Knowledge Codification &
Refinement
Knowledge Sharing
Knowledge Access
Knowledge Learning &Application
Knowledge Evaluation & Re-Use OR
Divest
‫التقاط المعرفة‬
‫خلق المعرفة والمساهمة‬
‫تصفية االنتقائي المساهمات‬
‫تدوين المعرفة وتنقيحها‬
‫مشاركة المعرفة‬
‫وصول المعرفة‬
‫تعلم وتطبيق المعرفة‬
‫تقييم المعرفة وإعادة االستخدام أو التجريد‬








21
Wiig KM Cycle
 Processes by which we build and use knowledge
‫العمليات التي نبني بها المعرفة ونستخدمها‬

As individuals

As teams (communities)
‫كأفراد‬

As organizations
)‫كفرق (مجتمعات‬
 How we:
‫كمنظمات‬

Build knowledge
:‫كيف نحن‬

Hold knowledge
‫بناء المعرفة‬

Pool knowledge
‫عقد المعرفة‬

Apply knowledge
‫تجمع المعرفة‬
 Discrete tasks yet often interdependent & parallel
‫تطبيق المعرفة‬
‫المهام المنفصلة ولكن في كثير من األحيان مترابطة ومتوازية‬
22
Wiig KM Cycle/2
Build Knowledge
Hold Knowledge
Pool Knowledge
Use Knowledge
•Personal experience
•Formal education and training
•Intelligence sources
•Media, books, peers
•In people
•In tangible forms (e.g. books)
•KM systems (intranet, dbase)
•Groups of people- brainstorm
•In work context
•Embedded in work processes
23
Wiig KM Cycle/3
Build Knowledge
Hold Knowledge
Pool Knowledge
Use Knowledge
•Personal experience
•Formal education and training
•Intelligence sources
•Media, books, peers
•In people
•In tangible forms (e.g. books)
•KM systems (intranet, dbase)
•Groups of people- brainstorm
•In work context
•Embedded in work processes
24
Building Knowledge
 Learning from all kinds of sources to:





Obtain Knowledge
Analyze Knowledge
Reconstruct (Synthesize) Knowledge
Codify and Model Knowledge
Organize Knowledge
:‫التعلم من جميع أنواع المصادر إلى‬
‫الحصول على المعرفة‬
‫تحليل المعرفة‬
‫إعادة بناء (توليف) المعرفة‬
‫تدوين والمعارف النموذجية‬
‫تنظيم المعرفة‬
25
Obtaining Knowledge
‫الحصول على المعرفة‬
‫ خلق معرفة جديدة‬
 Create new knowledge
‫مشاريع البحث والتطوير‬
 Research and development projects
‫االبتكارات والتجريب والتجربة والخطأ‬
 Innovations, experimentation, trial and error
‫التفكير مع المعرفة الحالية‬
 Reasoning with existing knowledge
‫استئجار أشخاص جدد‬
 Hire new people
‫ استيراد المعرفة من المصادر الحالية‬
 Import knowledge from existing sources
‫استنبط المعرفة من الخبراء‬
 Elicit knowledge from experts
‫الحصول على من الكتيبات والكتب وغيرها من الوثائق‬
 Acquire from manuals, books, other documents
‫نقل الناس بين اإلدارات‬
‫ مراقبة العالم الحقيقي‬
 Transfer people between departments
 Observe the real world
26
Analyzing Knowledge
‫تحليل المعرفة‬
 Extract what appears to be knowledge from obtained materials


Analyze transcripts, reports about new concepts
Listen to explanation and select key concepts
 Abstract extracted material
 Identify patterns to describe, estimate
 Create explicit relations between knowledge elements (e.g. causal, correlation,
contribution nets)
 Verify that extracted content is correct through observation
‫ استخراج ما يبدو أن المعرفة من المواد التي تم الحصول عليها‬
‫تحليل النصوص والتقارير حول المفاهيم الجديدة‬
‫االستماع إلى شرح وتحديد المفاهيم األساسية‬
‫ المواد المستخرجة المستخرجة‬
‫ تحديد أنماط لوصف وتقدير‬
)‫ شبكات المساهمة‬، ‫ االرتباط‬، ‫ إنشاء عالقات واضحة بين عناصر المعرفة (مثل السببية‬
‫ تحقق من صحة المحتوى المستخرج من خالل المالحظة‬27

Reconstruct (Synthesize) Knowledge
‫إعادة بناء (توليف) المعرفة‬
 Generalize analyzed materials to obtain broader principles
 Generate hypotheses to explain observed behaviour in terms of causal
factors
 Establish conformance between new and existing knowledge (validity,
coherence)
 Update total knowledge pool by incorporating new knowledge

Discard old, false, outdated, no longer relevant knowledge
‫ تعميم المواد التي تم تحليلها للحصول على مبادئ أوسع‬
‫ توليد فرضيات لشرح السلوك المالحظ من حيث العوامل السببية‬
)‫ التماسك‬، ‫ تأسيس التوافق بين المعرفة الجديدة والحالية (الصالحية‬
‫ تحديث مجمع المعرفة الكلي من خالل دمج المعرفة الجديدة‬
‫ لم تعد ذات الصلة‬، ‫ التي عفا عليها الزمن‬، ‫ الزائفة‬، ‫تجاهل المعرفة القديمة‬
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Codify and Model Knowledge
‫تدوين والمعارف النموذجية‬
 Represent knowledge in our minds by building mental
models
 Model knowledge by assembling declarations and relational
statements into a coherent whole
 Document knowledge in books and manuals
 Encode knowledge into knowledge bases (computerized
KBS tools)
‫تمثيل المعرفة في عقولنا من خالل بناء النماذج الذهنية‬
‫نموذج المعرفة من خالل تجميع اإلعالنات والبيانات العالئقية في كل متماسك‬
‫وثيقة المعرفة في الكتب والكتيبات‬
)‫المحوسبة‬KBS ‫تشفير المعرفة في قواعد المعرفة (أدوات‬




29
Organize Knowledge
‫تنظيم المعرفة‬
 Organize new knowledge for specific uses

E.g. sequence for diagnostics, help desk, FAQs
 Organize new knowledge according to an established
framework


Categorize according to organizational standards
Taxonomy, ontology, official list of key words, attributes,
linguistic/translation guidelines….
‫تنظيم معرفة جديدة الستخدامات محددة‬
‫ األسئلة الشائعة‬، ‫ مكتب المساعدة‬، ‫مثال تسلسل التشخيص‬
‫تنظيم معرفة جديدة وفقا إلطار المنشأة‬
‫تصنيف وفقا للمعايير التنظيمية‬
.‫ الترجمة‬/ ‫ اإلرشادات اللغوية‬، ‫ السمات‬، ‫ القائمة الرسمية للكلمات الرئيسية‬، ‫ األنطولوجيا‬، ‫التصنيف‬
30
Building Knowledge – Examples
‫ أمثلة‬- ‫بناء المعرفة‬
 Market research




Focus groups
Surveys
Competitive intelligence
Data mining on customer preferences
 Synthesis of lessons learned (what worked, what didn’t) –
generate hypotheses


Validate using customer satisfaction questionnaire and interviews
Document as training manual for marketing to this specific target
market
‫ استخراج البيانات على تفضيالت‬- ‫ ذكاء تنافسي‬- ‫ الدراسات االستقصائية‬-‫ مجموعات التركيز‬:‫البحث عن المتجر‬
‫العمالء‬
‫ تولد فرضيات‬- )‫توليف للدروس المستفادة (ما الذي نجح وما لم ينجح‬
‫ التحقق من صحة باستخدام استبيان رضا العمالء والمقابالت‬‫ المستند كدليل تدريبي للتسويق في هذا السوق المستهدف المحدد‬-


31
Wiig KM Cycle/4
Build Knowledge
Hold Knowledge
Pool Knowledge
Use Knowledge
•Personal experience
•Formal education and training
•Intelligence sources
•Media, books, peers
•In people
•In tangible forms (e.g. books)
•KM systems (intranet, dbase)
•Groups of people- brainstorm
•In work context
•Embedded in work processes
32
Holding Knowledge
 In people’s minds, books, computerized knowledge bases, etc.




Remember knowledge – internalize it
Cumulate knowledge in repositories (encode it)
Embed knowledge in repositories (within procedures)
Archive knowledge
Create scientific library, subscriptions
 Retire older knowledge from active status in repository (e.g. store in another
medium for potential future retrieval – cd roms, etc.)

.‫ إلخ‬، ‫ وقواعد المعرفة المحوسبة‬، ‫ والكتب‬، ‫ في عقول الناس‬
‫ استيعابها‬- ‫تذكر المعرفة‬
)‫تجميع المعرفة في المستودعات (تشفيرها‬
)‫تضمين المعرفة في المستودعات (ضمن اإلجراءات‬
‫ارشيف المعرفة‬
‫ اشتراكات‬، ‫إنشاء مكتبة علمية‬
– ‫استعن بالمعرفة القديمة من الحالة النشطة في المستودع (مثل تخزينها في وسيط آخر السترجاعها في المستقبل المحتمل‬
)‫ وما إلى ذلك‬، ‫األقراص المدمجة‬
33
Holding Knowledge Examples
 Company owns a number of proprietary methods and recipes for making
products
 Some knowledge documented in the form of research reports, technical
papers, patents
 Other tacit knowledge can be elicited and embedded in the knowledge
base in the form of know-how, tips, tricks of the trade
Videotapes of specialized experts explaining various procedures

Task support systems
‫تمتلك الشركة عددًا من أساليب وصفات الملكية لصنع المنتجات‬
‫ براءات اختراع‬، ‫ أوراق تقنية‬، ‫بعض المعرفة موثقة في شكل تقارير بحثية‬
‫يمكن الحصول على المعرفة الضمنية األخرى ودمجها في قاعدة المعرفة في شكل الدراية‬
‫والنصائح والحيل للتجارة‬
‫ أشرطة فيديو للخبراء المتخصصين تشرح اإلجراءات المختلفة‬‫ أنظمة دعم المهام‬



34
Wiig KM Cycle/5
Build Knowledge
Hold Knowledge
Pool Knowledge
Use Knowledge
•Personal experience
•Formal education and training
•Intelligence sources
•Media, books, peers
•In people
•In tangible forms (e.g. books)
•KM systems (intranet, dbase)
•Groups of people- brainstorm
•In work context
•Embedded in work processes
35
Pooling Knowledge
‫تجميع المعرفة‬
 Can take many forms such as discussions, expert networks
and formal work teams
 Pooling knowledge consists of:
 Coordinating knowledge of collaborative teams
 Creating expert networks to identify who knows what
 Assembling knowledge – background references from
libraries and other knowledge sources
 Accessing and retrieving knowledge
 Consult with knowledgeable people about a difficult problem,
peer reviews, second opinions
 Obtain knowledge directly from a repository – advice,
explanations
36
‫ً‬
‫أشكاال متعددة مثل المناقشات وشبكات الخبراء وفرق العمل الرسمية‬
‫‪ ‬يمكن أن تتخذ‬
‫‪ ‬تجميع المعرفة يتكون من‪:‬‬
‫‪ ‬تنسيق المعرفة بالفرق التعاونية‬
‫‪ ‬إنشاء شبكات خبراء لتحديد من يعرف ماذا‬
‫‪ ‬تجميع المعرفة ‪ -‬مراجع الخلفية من المكتبات ومصادر المعرفة األخرى‬
‫‪ ‬الوصول واستعادة المعرفة‬
‫• التشاور مع أشخاص على دراية حول مشكلة صعبة ‪ ،‬واستعراض األقران ‪ ،‬واآلراء الثانية‬
‫• الحصول على المعرفة مباشرة من مستودع ‪ -‬المشورة والتفسيرات‬
‫‪37‬‬
Pooling Knowledge Examples
 An employee realizes he or she does not have the necessary
knowledge and know-how to solve a particular problem
 She contact others in the company who have had similar
problems to solve, consults the knowledge repository and
makes use of an expert advisory system to help her out
 She organizes all this information and has subject matter
experts validate the content
‫ يدرك الموظف أنه أو هي ليست لديه المعرفة والدراية الالزمة لحل مشكلة معينة‬
‫ وتتشاور مع مستودع‬، ‫ اتصلت باآلخرين في الشركة الذين واجهوا مشاكل مماثلة لحلها‬
‫المعرفة وتستفيد من نظام استشاري خبير لمساعدتها على الخروج‬
‫ تقوم بتنظيم كل هذه المعلومات ولديها خبراء في موضوع التحقق من صحة المحتوى‬
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Wiig KM Cycle/6
Build Knowledge
Hold Knowledge
Pool Knowledge
Use Knowledge
•Personal experience
•Formal education and training
•Intelligence sources
•Media, books, peers
•In people
•In tangible forms (e.g. books)
•KM systems (intranet, dbase)
•Groups of people- brainstorm
•In work context
•Embedded in work processes
39
Using Knowledge
 Use established knowledge to perform routine tasks, make standard products,
provide standard services
 Use general knowledge to survey exceptional situations, identify problem,
consequences
 Use knowledge to describe situation and scope problem
 Select relevant special knowledge to handle situation, identify knowledge
sources
 Observe and characterize the situation, collect a