Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
Scribd
Upload
32 views

L02 Data, Information and Knowledge II

This document discusses knowledge management and the relationship between information and knowledge. It questions assumptions that information and knowledge are interchangeable and that knowledge can be captured and stored like data. While some studies found companies able to organize explicit knowledge, the document argues that meaning requires understanding that cannot be transferred solely through information sharing. True knowledge management may not be possible without learning and human interaction to develop understanding.

Uploaded by

tahani emhmed
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
32 views

L02 Data, Information and Knowledge II

This document discusses knowledge management and the relationship between information and knowledge. It questions assumptions that information and knowledge are interchangeable and that knowledge can be captured and stored like data. While some studies found companies able to organize explicit knowledge, the document argues that meaning requires understanding that cannot be transferred solely through information sharing. True knowledge management may not be possible without learning and human interaction to develop understanding.

Uploaded by

tahani emhmed
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 16

Knowledge Management

CT024-3-M

Data to Information to Knowledge:


is Knowledge Management Possible?

Dr Alan Eardley
Learning Outcome

• Discuss whether information has any intrinsic


meaning
• To assess what this means for Knowledge
Management
• To challenge some of the contradictions of
Knowledge Management

Knowledge Management Introduction


The Problem…

• Knowledge Management (KM) as a ‘buzz word’


• Lack of agreement of what KM is…
• Different definitions of KM
• Assumption that information and knowledge
are closely related or even interchangeable
• Assumption that knowledge can be captured
and stored like data and information

Knowledge Management Introduction


Results of a Study in the USA…

• "All companies studied have common


categories, terms and document attributes so
they can easily find any knowledge element"
• "Several companies have integrated knowledge
capture and sharing into the natural flow of the
user's work"
• "Most companies have a system for organizing
and disseminating explicit knowledge“
Davies and McDermott (1997),

Knowledge Management Introduction


Discuss….

What are the possible implications of publishing the


results of a study like this?
……………………………………………….
……………………………………………….
……………………………………………….
……………………………………………….
……………………………………………….
……………………………………………….

Knowledge Management Introduction


Another 1990s study…Hansen et al.
1999
• "Invest heavily in IT; the goal is to connect
people with reusable codified knowledge"
• "The reuse of knowledge saves work, reduces
communications costs, and allows a company to
take in more projects".
• "Because knowledge is a core asset of
consultancies, they were among the first
businesses to pay attention to - and make heavy
investments in - the management of knowledge.
They were also among the first to aggressively
explore the use of information technology to
capture and disseminate knowledge".
Knowledge Management Introduction
Discuss….

Are these statements likely to be reasonable?


What are the implications of statements like
this for KM in industry?
……………………………………………….
……………………………………………….
……………………………………………….
……………………………………………….
……………………………………………….
……………………………………………….

Knowledge Management Introduction


Information and Meaning

• We know how information is transferred


– Speech, lectures, papers, memos, Tweets, SMS etc.
But…
• Can we guarantee that meaning is transferred at
the same time?
• Meaning relates to understanding…
Information Understanding
in sender in receiver

Knowledge Management Introduction


Meaning requires…

• Understanding of data (symbols, language, etc.)


• Understanding of process (how the thing works,
etc.)
• Understanding of context (how it relates to other
things, etc.)
This implies learning on the part of the receiver
But…
Does the sender know what the receiver knows?

Knowledge Management Introduction


Information quantity

• Is it possible to have too much information?


• Does, “ more is better” apply to information?
• “Information overload” – an unavoidable
consequence of the Information Age?

Sender Receiver
= high value = not always high value

(It’s their message!)

Knowledge Management Introduction


Discuss…

Does having more knowledge allow the


receiver to handle (receive and understand)
more information?
……………………………………………….
……………………………………………….
……………………………………………….
……………………………………………….
……………………………………………….
……………………………………………….

Knowledge Management Introduction


Information and Knowledge

Information Knowledge
• Static • Dynamic
• Independent of the • Dependent on
individual individuals
• Explicit • Tacit
• Easy to Duplicate • Must be re-created
• Easy to broadcast • Face-to-face mainly
• No intrinsic meaning • Meaning must be
assigned
(Sveiby 1997)
Knowledge Management Introduction
Why give so much importance to
information?

• Triggers to draw our attention to things


• To stimulate our senses
• Human desire for “news” – to be the first to know
• Information is the “building blocks” of knowledge
• Learning is the “cement” that allows these
building blocks to be joined up.

Knowledge Management Introduction


Discuss…

Can information have meaning without knowledge?


…………………………………………………………
…………………………………………………………
…………………………………………………………
Is it possible to manage knowledge?

On a personal level? At an organisational level?

Knowledge Management Introduction


Summary

• Information itself has no meaning (I=0)


• The role of information is different from what
we expect it to be
• Knowledge requires understanding
• Learning turns information into knowledge
• Knowledge management – if taken as a
panacea – can be a confusing failure!

Knowledge Management Introduction


Reading:

Davies, H. & McDermott, R. (1997) "Knowledge management:


summary of lessons learned from other organizations", in, Using IT
to support knowledge management, final report. Houston, TX:

Hansen, M.T., Nohria, N. & Tierney, T. (1999) "What's your strategy


for managing knowledge?" Harvard Business Review, 77(2)106-116

Sveiby, Kmonitoring knowledge-based assets. San Francisco, CA:


Barrett-Kohler arl-Erik The new organizational wealth: managing and

Knowledge Management Introduction

You might also like