MGTE630

LECTURE 23-45
TOPIC 90-194
LECTURE 23
Topic 90: Impact of a Merger on Culture

- A merger creates a new organization with a new culture.

- The challenge is to combine the best aspects of the two original cultures.
- Questions to consider:
- What cultural elements are most compatible?
- What elements may cause conflict?
- What do we want the new culture to look like?
- What do we want to keep from the old cultures?
- How will we know if cultural integration is successful?

Topic 91: Impact of Virtual Work on Culture

- Challenges in virtual organizations:

- No shared values or norms
- No frameworks or policies
- Differences in communication styles
- Lack of structure and trust
- Solutions:
- Set communication norms
- Build trust
- Make virtual employees feel part of the team
 - Embrace diversity
- Celebrate accomplishments

Topic 92: Cultural Change Needed for KM

- Culture is stable, but change is needed for knowledge management.

- Leadership plays a key role.
- Recommendations:
- Define desired cultural outcomes
- Assess current culture
- Identify enablers and barriers
- Conduct a gap analysis

Topic 93: Barriers to Cultural Change

- Barriers:
- Lack of time and meeting places
- Resistance to change
- Lack of absorptive capacity
- Not-invented-here syndrome
- Intolerance of mistakes
- Lack of common language
- Solutions:
- Provide incentives and education
- Encourage collaboration and creativity
- Establish a knowledge taxonomy and dictionary
LECTURE 24
Topic 94: Knowledge Management Tools

- KM technologies support different phases of the KM cycle.

- Classification of KM Technologies:
- Generate knowledge (e.g., data mining)
- Code knowledge (e.g., content management)
- Transfer knowledge (e.g., communication tools)
- Examples of KM technologies:
- Content creation (authoring tools, data mining)
- Content management (taxonomies, metadata)
- Communication and collaboration (email, videoconferencing)
- Networking (intranets, extranets)

Topic 95: Content Creation Tools

- Authoring tools: software for creating digital content (e.g., word processing, web
design)
- Annotation technologies: adding comments to text documents (e.g., track changes
in Word)

Topic 96: Data Mining and Analytics

- Data mining: extracting predictive information from large databases using

statistical analysis
- Analytics: studying past data to research trends and improve business decisions
- Applications: market segmentation, fraud detection, credit risk analysis
- Software: statistical analysis tools (SAS, SPSS), data mining software (SAS
EnterpriseMiner)

Topic 97: Blogs

- A blog is a frequently updated, publicly accessible journal

- Uses: exchanging ideas, building knowledge networks, personal and corporate
use
- Types: personal, collaborative, microblogging, corporate, aggregated
- Forms: text, multimedia (e.g., video clips on YouTube)

LECTURE 25
Topic 98: Mashups

- A mashup combines content from different sources into one application, like
combining a map with real estate listings.
- Examples:
- Aggregating news feeds from different sources
- Combining a calendar with a to-do list
- Integrating a chatbot with a website
- Mashups make it easy to combine different media types, like text, images, videos,
and maps, to create a new application.

Topic 99: Crowdsourcing

- Crowdsourcing is obtaining services, ideas, or content from a large group of

people, often online.
- Examples:
 - Brainstorming ideas for a new product
- Solving a complex problem with input from many people
- Designing a new product or logo
- Combining crowd-sourced content with expert opinion can validate results and
ensure quality.

Topic 100: Visualization Tools and Knowledge Maps

- Knowledge maps visualize complex knowledge to aid capture and codification,
like a mind map or concept map.
- Data visualization software helps detect patterns and trends in data, making it
easier to understand.
- Examples:
- Using pie charts to show sales data
- Creating interactive 3D environments to visualize complex systems
- Using videos to record interviews or explain complex concepts
- Mobile tools like smartphones and tablets can aid knowledge capture and
codification, especially in the field.

Topic 101: Content Management Tools

- Content management tools help manage valuable content throughout its lifespan,
from creation to archiving.
- Metadata (information about content) is used to manage content, like tags and
keywords.
- XML provides structure and relevance to information chunks, making it easier to
share and use.
- Taxonomies (hierarchical information trees) classify information and aid
retrieval, like a library catalog.

LECTURE 26
Topic 102: Three Forms of Metadata

- Metadata can be created by:

1. Dedicated personnel (catalogers): trained professionals who create metadata
for a living.
2. Authors (e.g., Dublin Core): creators of content who add metadata to their
work.
3. Users (folksonomy, social bookmarking): people who add tags and keywords
to content, creating a collective vocabulary.

Example: A library cataloger adds metadata to a book's record, while a blogger

adds keywords to their post. Users on a social bookmarking site like Furl or
Citeulike add tags to shared resources.

Topic 103: Groupware and Collaboration Tools

- Groupware helps groups organize activities and communicate effectively.

- Examples:
- Email: sends messages between individuals or groups.
- Videoconferencing: enables virtual meetings.
- Chat rooms: facilitate real-time text-based discussions.
- Social media: connects people and enables knowledge sharing.
- Collaboration technologies:
- Workgroup productivity software: helps teams work together on projects.
- Email: enables communication and file sharing.
- Newsgroups: facilitate discussions around specific topics.

Topic 104: Taxonomy of Groupware

- Categories of groupware:
1. Electronic mail and messaging: email, instant messaging.
2. Group calendaring and scheduling: shared calendars, meeting schedulers.
3. Electronic meeting systems: videoconferencing, virtual whiteboards.
4. Desktop video conferencing: virtual face-to-face meetings.
5. Group document handling: collaborative writing, file sharing.
6. Workflow systems: automate business processes, track progress.
7. Collaborative writing systems: enable multiple authors, track changes.
8. Shared whiteboards: virtual spaces for brainstorming, drawing.

Topic 105: Wikis

- Wikis are web-based software for open editing and content creation.
- Anyone can add, edit, or correct information, making wikis a collaborative space.
- Types of wikis:
- Public wikis (e.g., Wikipedia): open to anyone, often used for knowledge
sharing.
- Corporate wikis (for project management and communication): used within
organizations.

Example: A team uses a wiki to collaborate on a project, sharing information and

updates.

Topic 106: Social Media and Web 2.0

- Social media and Web 2.0 are collaborative technologies for knowledge
management.
- Social network analysis (SNA) maps relationships and flows between people,
groups, and organizations.
- Social media in KM toolkit:
- Wikis: collaborative content creation.
- Google Docs: cloud-based document sharing and collaboration.
- Video- and photo-sharing websites: share multimedia content.
- Social network websites: connect people, enable knowledge sharing.
- Characteristics of Web 2.0:
- User control: users create and manage content.
- Services instead of software: cloud-based applications.
- Collective intelligence: harnessing the power of collective knowledge.

Example: IBM uses social media to promote knowledge sharing and collaboration
among employees, customers, and partners.

LECTURE 27
Topic 107: KM 2.0

- KM 2.0 is a people-centric approach to knowledge management, similar to Web

2.0.
- It focuses on user participation, knowledge sharing, and collaboration.
- Examples:
- Social media platforms for knowledge sharing.
- Collaborative documentation and content creation.
- Feedback and revision of knowledge content.

Topic 108: Networking Technologies Knowledge Repository

- A knowledge repository is a digital library of expertise, knowledge, and
experiences.
- It collects, summarizes, and integrates knowledge from various sources.
- Types:
- External repositories (competitive intelligence).
- Structured internal repositories (research reports, market analysis).
- Informal internal repositories (lessons learned, best practices).
- Software: content management tools like SharePoint, document management
systems.

Topic 109: Knowledge Acquisition and Application Tools

- Tools for understanding and applying knowledge:

- E-learning systems (online courses, training modules).
- Databases of best practices, lessons learned, and expert stories.
- Expert systems and decision support systems (AI-powered decision-making).
- Adaptive technologies for personalized content recommendations.
- Recommender systems (suggesting relevant content).
- Knowledge maps and visualization tools (illustrating relationships between
concepts).
- Artificial intelligence for automating processes (text summarization, content
classification).

Topic 110: Intelligent Filtering Tools

- Intelligent agents are software programs that assist and act on behalf of users.
- They help manage information overload and provide personalized support.
- Features:
 - Autonomy (acting independently).
- Social ability (interacting with humans and other agents).
- Responsiveness (responding to changes and requests).
- Personalization (adapting to user preferences).
- Initiative (taking proactive actions).
- Adaptivity (learning from experience).
- Cooperation (collaborating with users and other agents).
- KM applications:
- Personalized information management (filtering email, recommending
content).
- Electronic commerce (locating products, comparing prices).
- Process management (scheduling appointments, controlling air traffic).
- Categories:
- Watcher agents (monitoring specific information).
- Learning agents (tailoring to individual preferences).
- Shopping agents (comparing prices).
- Information retrieval agents (searching for information).
- Helper agents (performing tasks autonomously).

LECTURE 28
Topic 111: Intelligent Filtering Tools

- Problem: Information overload and difficulty finding relevant information.

- Solution: Intelligent filtering agents that automatically sort and prioritize
information, saving time and increasing productivity.
- Examples:
- GrapeVine: Email filtering software that routes emails to the right person.
 - Maxims: Learning agent that prioritizes emails based on user behavior.
- Copernic: Search engine that consults multiple search engines to provide
comprehensive results.
- Cybersitter: Content blocking software that restricts access to inappropriate
websites.
- ANZSI: Automated website indexing software that organizes and categorizes
websites.
- Mobicip: Real-time content filtering agent that blocks inappropriate content on
devices.

Topic 112: Personal Knowledge Management (PKM)

- PKM is essential in the future of KM to manage personal knowledge and

information, making it easily accessible and useful.
- Technologies for PKM:
- Email: Managing emails and contacts.
- Blogs: Sharing knowledge and experiences.
- News aggregators: Collecting and organizing news articles.
- Instant messaging: Real-time communication and collaboration.
- Wikis: Creating and sharing knowledge bases.
- Personal portal: Customizing and organizing information.

Topic 113: Adaptive Technologies

- Adaptive technologies customize content and interfaces based on user behavior,

improving user experience and efficiency.
- Customization: Manual changes by users to tailor their environment.
- Personalization: Automatic changes based on observed behavior, such as:
- MS Office applications that reorder menu items based on frequency of use.
 - Recommender systems like Amazon that suggest products based on user
purchases.
- Personalized search results based on search history.

Topic 114: Knowledge Management Strategy

- KM strategy provides building blocks for organizational learning and

improvement, enabling innovation and competitiveness.
- Types of KM initiatives:
- External structure initiatives: Gaining knowledge from customers, partners, or
competitors.
- Internal structure initiatives: Building a knowledge-sharing culture, capturing
tacit knowledge, and measuring knowledge-creating processes.
- Competence initiatives: Creating careers based on KM, learning from
simulations, and pilot projects.
- Sources of tacit knowledge:
- Discovery (innovation): New ideas and insights.
- Organizational practices: Lessons learned from projects and experiences.
- Human resources: Expertise and know-how of employees.
- Key drivers for KM strategy:
- Imminent retirement of key personnel: Capturing their knowledge and
expertise.
- Need for innovation: Staying competitive in a dynamic market.
- Need for internal efficiencies: Reducing costs and improving productivity.
- Resources needed for KM strategy:
- KM expert: Developing and implementing KM strategy.
- Access to knowledgeable personnel: Capturing tacit knowledge and expertise.
- KM advocate: Promoting KM strategy to senior management and stakeholders.
LECTURE 29
Topic 115: Developing a KM Strategy

- A KM strategy helps answer:

- Which KM approach brings most value?
- How to prioritize alternatives with limited resources?
- Components:
- Business strategy and objectives
- Knowledge-based business issues
- Inventory of knowledge resources
- Analysis of recommended KM projects

Topic 116: Knowledge Audit

- Identifies core knowledge assets, gaps, and flows

- Outcomes:
- Core knowledge assets and flows
- Gaps in information and knowledge
- Areas for improvement in information policy and ownership
- Opportunities to reduce costs and improve access to information
- Contribution of knowledge to business results

Topic 117: Capability Maturity Models

- Measures organizational readiness for KM

- Five evolutionary stages:
- Initial (ad-hoc processes)
 - Repeatable (basic processes established)
- Defined (all processes defined and standardized)
- Managed (processes measured and improved)
- Optimizing (continuous process improvement)

Topic 118: Stages of Organizational Maturity

- Five stages:
- Chaotic (non-cohesive culture)
- Ad hoc (multiple local cultures)
- Organized (similar local cultures)
- Managed (cohesive corporate culture)
- Agile (culture adapts strategically)

Topic 119: Infosys KM Maturity Model

- Based on CMM, five levels:

- Default (dependence on individual skills)
- Reactive (ability to perform tasks repeatedly)
- Aware (restricted data-driven decision making)
- Convinced (quantitative decision making)
- Sharing (ability to manage organizational competence quantitatively)

LECTURE 30
Topic 120: Knowledge Process Quality Model (KPQM)

- Improves knowledge processes by enhancing management structures

- Five phases:
1. Initial (chaotic)
2. Aware (initial structures)
3. Established (systematic structure)
4. Quantitatively Managed (performance measures)
5. Optimizing (continuous improvement)

Topic 121: Forrester Group KM Maturity Model

- Describes stages of maturity in supporting people throughout the KM cycle

- Three stages:
1. Assisted (culture adapts strategically)
2. Self-service (employees codify and find info independently)
3. Organic (KM embedded in business, info provided when needed)

Topic 122: CoP Maturity Model

- Applied to community of practice lifecycle

- Serves as a roadmap to move communities to the next stage
- CoP lifecycle model:
- Shows need for maturing and stewardship of knowledge
- Provides diagnostic for informal networks
- Aligns KM roles and responsibilities

Topic 123: Gap Analysis

- Analyzes difference between existing and desired KM state

- Points to address:
- Differences between current and desired KM states
- Barriers and enablers to KM implementation
- Opportunities for collaboration and risk analysis
- Redundancies, knowledge silos, and industry ranking
- Ways of gap analysis:
- Surveys, interviews, and focus groups
- Validation of results with stakeholders

LECTURE 31
Topic 124: KM Strategy Roadmap

- A plan for managing knowledge over 3-5 years

- Answers questions like:
- How to improve knowledge management
- Priorities for content and communities
- Linking knowledge management to business goals
- Quick wins and long-term success

Topic 125: Balancing Innovation and Organizational Structure

- Fluid organization: encourages creativity and innovation

- Institutionalized organization: structures work and controls processes
- Need balance between:
- Encouraging innovation and creativity
- Having structure and accountability
Topic 126: Types of Knowledge Assets Produced

- Intellectual assets: intangible assets like brands and know-how

- Intellectual capital: knowledge and ability to use it
- Two types:
- Body of knowledge
- Resources to support knowledge
- Categories:
- Human capital (employee knowledge)
- Structural capital (policies and procedures)
- Customer capital (customer relationships)

Topic 127: Role of Leadership in KM

- Leaders shape culture and encourage knowledge sharing

- Leadership styles:
- Autocratic (decide without input)
- Democratic (involve others in decisions)
- Task-oriented (focus on tasks)
- People-oriented (focus on employees)
- Knowledge-oriented leadership:
- Encourages knowledge sharing and innovation
- Supports efficiency and innovation goals

LECTURE 32
Topic 128: Evaluating Knowledge Management
- Tracking progress towards organizational goals
- Various goals:
- Increase revenue
- Reduce costs
- Improve operational efficiency
- Enhance customer satisfaction
- Encourage innovation
- Questions to ask when developing a KM measurement strategy:
- Why are we measuring KM outcomes? (purpose)
- What specific KM outcomes are we measuring? (metrics)
- Who are the stakeholders that care about these outcomes? (audience)
- When are we measuring KM outcomes? (frequency)
- How are we measuring KM outcomes? (methods)

Topic 129: KM Return on Investment and Metrics

- Skandia Intellectual Capital Model:

- Financial focus (e.g., revenue growth)
- Customer focus (e.g., satisfaction)
- Process focus (e.g., efficiency)
- Renewal and development focus (e.g., innovation)
- KM measurement process:
- Define specific business objectives addressed by KM initiative
- Identify stakeholders and their information needs
- Choose appropriate measurement framework
- Modify framework as needed
- Collect and analyze data
 - Present results to stakeholders

Topic 130: Benchmarking

- Finding best practices in the industry to improve performance

- Types of benchmarking:
- Internal (compare within organization)
- External (compare with other companies)
- Industry group measurements (compare with industry averages)
- Best practice studies (identify leading practices)
- Cooperative benchmarking (collaborate with partner company)
- Competitive benchmarking (analyze competitors without collaboration)

Topic 131: Benefits of Benchmarking

- Improves productivity and efficiency

- Enhances service quality and customer satisfaction
- Reduces time to market and costs
- Improves relationships and process management
- Steps in benchmarking process:
- Identify specific processes or practices to benchmark
- Form a benchmarking team
- Select benchmarking partners (if external)
- Collect and analyze data
- Identify areas for improvement and make changes
- Repeat benchmarking process to measure progress
LECTURE 33
Topic 132: Balanced Scorecard Method

- A system to clarify and achieve vision and strategy:

- Translates vision into actionable goals
- Ensures alignment with organizational strategy
- Balances:
- Short-term and long-term goals:
- Ensures focus on both immediate and future needs
- Financial and non-financial measures:
- Includes both quantitative and qualitative metrics
- Internal and external perspectives:
- Considers both organizational and customer views
- Lagging and leading indicators:
- Includes both outcome metrics and performance drivers
- Objective and subjective measures:
- Uses both data-driven and opinion-based metrics
- Four dimensions:
- Financial (e.g., operating income, ROI):
- Focuses on financial performance
- Customer (e.g., satisfaction, loyalty):
- Prioritizes customer needs and expectations
- Internal business process (e.g., cost, quality, efficiency):
- Evaluates process effectiveness and efficiency
- Learning and growth (e.g., employee satisfaction, skills, innovation):
- Encourages learning, development, and innovation
Topic 133: Implementation of Balanced Scorecard Metric

- Translate vision and strategy into measurable goals:

- Ensure goals are specific, measurable, achievable, relevant, and time-bound
(SMART)
- Validate and communicate goals:
- Involve stakeholders in goal-setting and communication
- Link goals to reward system:
- Ensure alignment between goals and incentives
- Ensure measurable objectives:
- Use quantifiable metrics wherever possible
- Incorporate learning and feedback:
- Regularly review and adjust goals and metrics
- Components:
- Objectives (major goals):
- High-level targets
- Metrics (parameters to measure progress):
- Quantifiable measures
- Targets (specific thresholds):
- Specific values or ranges for metrics
- Initiatives (actions to achieve goals):
- Projects, programs, or activities

Topic 134: House of Quality Method

- Links customer needs to business processes and decisions:

- Ensures customer-centric approach
- Also known as Quality Function Deployment (QFD):
- A structured approach to linking customer needs to organizational processes
- Key elements:
- Desired outcomes:
- Customer needs and expectations
- Priorities:
- Relative importance of outcomes
- Metrics:
- Quantifiable measures of outcome achievement
- Focuses on:
- Maximizing customer satisfaction:
- Prioritizes customer needs and expectations
- Delivering value by meeting customer needs:
- Ensures customer-centric approach
- Assessing desired outcomes:
- Specific, concrete, and measurable:
- Ensure clear and actionable goals

Topic 135: Popular House of Quality Metrics

- Expense of reinventing solutions:

- Cost of duplicating existing knowledge or solutions
- Information seeking time:
- Time spent searching for existing knowledge or solutions
- Number of implemented ideas:
- Quantity of ideas put into practice
- Time spent on capturing know-how:
 - Effort dedicated to documenting and sharing knowledge
- Employee awareness of KM:
- Percentage of employees familiar with KM practices and tools
House of quality indicaters
- Competence development expenses:
- Investment in employee learning and development
- Employee satisfaction:
- Measure of employee engagement and satisfaction
- Time spent on packaging know-how:
- Effort dedicated to organizing and disseminating knowledge
- Training expenses:
- Investment in employee training and development
- Information gathering expenses:
- Cost of collecting and processing information
- Total patents held:
- Number of patents owned by the organization
- Employee attrition rate:
- Percentage of employees leaving the organization
- Value of loss per employee:
- Estimated cost of losing an employee (e.g., recruitment, training)

LECTURE 34
Topic 136: Results-Based Assessment Framework (RMAF)

- A framework to assess performance and results

- Also known as "results map" or "results chain"
- Attributes:
 - Results chain: Connects resources and activities to changes
- Activities: Actions taken in a project
- Immediate outcomes: Short-term effects
- Intermediate outcomes: Medium-term results
- Final outcomes: Long-term impact
- Indicators: Metrics to measure progress

Topic 137: Measuring the Success of Knowledge Networks

- Types of value created by CoPs:

- Structural value: Connections and interactions
- Relational value: Maintenance and reciprocity
- Cognitive value: Commonality and cohesiveness
- Sample questions to measure success:
- What would have happened without the CoP?
- Did you save time or find answers more quickly?
- Has your decision-making confidence increased?
- Social Network Analysis (SNA):
- Maps network interactions and identifies "hidden experts"
- Time-use studies:
- Measure productivity and time saved by CoP members
Evaluating a CoP
- Ways to evaluate a CoP:
- Health: Number of participants and community activity
- Outcomes: Individual and group benefits
- Impact: Return on investment and time saved
Topic 138: Benefits of a Community of Practice

- Benefits to an Individual:
- Increased skills and know-how
- Increased personal productivity
- Increased job satisfaction
- Enhanced personal reputation
- Increased sense of belonging
- Benefits to a Group:
- Increased access to knowledge and resources
- Easier consensus and faster problem solving
- Enhanced community reputation and trust
- Benefits to an Organization:
- Improved operational efficiency
- Increased cost savings and avoidance of problems
- Improved quality and speed of service
- Increased employee retention

Topic 139: Organizational Learning and Memory

- Importance of capturing and transferring knowledge:

- Prevents "corporate amnesia"
- Retains valuable knowledge and expertise
- Need for a proactive approach to manage organizational memory:
- Ensures knowledge is retained and accessible
LECTURE 35
Topic 140: Organizational Learning and Memory

- How organizations learn and remember from past experiences, successes, and
failures
- Organizational learning: a process of improving over time by sharing innovations,
best practices, and lessons learned, and avoiding repeated mistakes
- Technological container: a documentation process that captures what works and
what doesn't, such as SharePoint, knowledge repositories, or intranets
- Organizational memory (OM): a centralized system that stores and manages the
collective knowledge, experiences, and best practices of the organization, making
it easily accessible and reusable

Topic 141: Learning Organization

- A type of organization that successfully implements organizational learning

processes, leading to improved efficiency, effectiveness, competitiveness, and
viability
- Key attributes:
- Mental models: individual understandings and decision-making frameworks
that shape how we perceive and interact with the world
- Shared vision: shared mental models and values that create a common purpose
and direction
- Personal mastery: a commitment to lifelong learning, self-improvement, and
professional development
- Team learning: fostering individual learning and collaboration to achieve
common goals
- Systems thinking: seeing the organization as a connected whole, understanding
how parts interact and impact each other

Topic 142: Management of Organizational Memory

- Capturing, organizing, disseminating, and reusing knowledge created by
employees to improve organizational performance and innovation
- Reasons to create an organizational memory:
- Preventing organizational forgetting and incompetence, reducing the risk of
losing valuable knowledge and expertise
- Enhancing knowledge sharing and communication, breaking down silos and
improving collaboration
- Supporting governance and compliance, ensuring that knowledge is accurate,
up-to-date, and accessible
- Increasing transparency, accountability, and trust, fostering a culture of
openness and sharing

Topic 143: Barriers to an Organizational Memory System

- Cultural barriers:
- Focus on artifacts over process, prioritizing tangible outputs over intangible
knowledge and experiences
- Resistance to knowledge capture and reuse, due to fear of litigation, job
security, or additional workload
- Technical barriers:
- Difficulty in capturing and retrieving knowledge, due to inadequate tools,
processes, or infrastructure
- Ensuring relevance and intelligibility of retrieved knowledge, making sure it is
accurate, up-to-date, and useful

LECTURE 36
Topic 144: Organizational Learning
- Processes for populating organizational memory and retrieving valuable
knowledge
- Key successes and failures with generalization potential are processed, including:
- Best practices
- Lessons learned from projects and initiatives
- Innovations and improvements
- Challenges and failures
- Lessons learned are defined as knowledge gained from experience, positive or
negative, and are essential for improving organizational performance and
innovation

Topic 145: Lessons Learned Process by USGAO

- Collection: Capture lessons through various means, such as:

- After-action reviews
- Project postmortems
- Meetings and debriefings
- Training evaluations
- Surveys and feedback
- Verification: Validate lessons for accuracy and applicability, ensuring they are:
- Relevant
- Reliable
- Useful
- Storage: Store approved lessons in an accessible database or repository, with
proper:
- Categorization
- Indexing
- Formatting
 - Structure
- Dissemination: Actively share lessons with potential users, through various
channels, such as:
- Training programs
- Workshops and seminars
- Online platforms
- Communities of practice

Topic 146: Lessons Learned Process by Milton and Others

- Reflect on experiences and identify key learning themes, including:

- Successes and challenges
- Best practices and areas for improvement
- Lessons learned and recommendations
- Analyze and generalize lessons, considering:
- Root causes
- Context and circumstances
- Implications and applications
- Apply lessons learned to change procedures or guidelines, and:
- Improve processes and performance
- Enhance innovation and competitiveness
- Strengthen organizational memory and learning
- Document and disseminate lessons learned, using various methods, such as:
- Reports and case studies
- Presentations and workshops
- Online platforms and communities
Topic 147: Managing Lessons Learned

- Approaches: Various methods for managing lessons learned, including:

- After action reviews (AARs)
- Project postmortems (PPMs)
- Reporting systems
- Communities of practice
- Basic questions to ask, including:
- What was planned and what happened?
- What went well and what didn't?
- What would we do differently?
- What should we keep doing or avoid repeating?
- What are the implications and applications?
- Effective management of lessons learned enables organizations to:
- Improve performance and innovation
- Enhance organizational memory and learning
- Strengthen competitiveness and sustainability

LECTURE 37
Topic 148: Lessons Learned Systems

- A central repository for documenting and sharing lessons learned, making it

easier to access and reuse knowledge
- Goal: Preserve valuable knowledge and experiences to improve future
performance, reduce errors, and enhance innovation
- Technology: Database with searchable entries and metadata, such as keywords,
tags, and categories
- Effective systems require descriptive metadata and user-friendly search
functionality, ensuring easy access and application of lessons learned

Topic 149: Benefits of Lessons Learned

- Reflective thinking and evaluation of efficiency and effectiveness, leading to

improved processes and performance
- Improved project management and decision-making, enabling better resource
allocation and risk assessment
- Contribution to innovation and strategic planning, fostering competitiveness and
sustainability
- Benchmarking and risk assessment, facilitating informed decision-making and
mitigation of potential errors
- Enhanced organizational learning and memory, promoting a culture of continuous
improvement

Topic 150: Challenges to Lessons Learned

- Capturing lessons learned can be difficult due to various barriers, including:

- Psychological barriers: fear of admitting errors, lack of motivation, and
reluctance to reflect on past experiences
- Team-based barriers: poor team dynamics, lack of trust, and ineffective
communication
- Epistemological barriers: difficulty in abstracting and generalizing lessons
from specific experiences
- Managerial barriers: lack of support, inadequate resources, and insufficient
time for reflection
- Common obstacles include fear of admitting errors, lack of motivation, and poor
team dynamics, highlighting the need for a supportive culture and effective
facilitation
Topic 151: Recommendations for Lessons Learned

- Establish a lessons learned manager and coordination system, ensuring

accountability and oversight
- Develop an implementation plan for knowledge management, integrating lessons
learned into organizational processes
- Enhance search functionality and user input, facilitating easy access and
contribution of lessons learned
- Track and report on effectiveness using performance metrics, monitoring progress
and identifying areas for improvement
- Encourage mentoring, storytelling, and incentives for sharing lessons, fostering a
culture of knowledge sharing and collaboration

Topic 152: Organizational Learning and Organizational Memory Models

- Stages in knowledge processing:

- Internalization: knowledge is learned and understood by individuals
- Externalization: knowledge is shared and exchanged with others
- Objectification: shared knowledge is accepted and institutionalized as
organizational knowledge
- Valuable knowledge resources:
- Innovation: improved practices and policies
- Post-mortem analysis: identifying lessons from project failures
- Reusable knowledge objects: templates, boilerplates, and existing solutions
- Knowledge access and use: ability to find and apply organizational knowledge,
enabling informed decision-making and improved performance
- Types of knowledge resource reuse:
- Routine tasks: applying existing solutions to repetitive tasks
 - Knowledge synthesis: combining existing knowledge to create new insights
and innovations
- Innovation: generating new knowledge and practices
- Models of organizational learning and knowing:
- Wilson's model: information user experiences an information need, leading to
information transfer and exchange
- Choo's theory: organizational knowing is mediated, situated, provisional,
pragmatic, and contested
- Crossan's 4I Framework: intuiting, interpreting, integrating, and
institutionalizing knowledge

LECTURE 38
Topic 153: Assessment Frameworks

- Various frameworks evaluate organizational learning, including:

- Probst and Buchel's Framework: assesses knowledge (number of learning
instruments), ability (learning level), and intention (willingness to learn)
- Marquardt's Framework: evaluates speed (learning cycle completion), depth
(learning achievement), and breadth (knowledge transfer)
- Lessons Learned Maturity Model: assesses organizational learning maturity
across five levels (initial, repeatable, defined, managed, optimized)

Topic 154: Best Practices of Learning Organizations

- Self-mastery: personal responsibility for learning and growth

- Positive reinforcement: recognition and rewards for learning achievements
- Sharing experiences: knowledge sharing and collaboration
- Emphasis on feedback: regular feedback for improvement
- Mental models: shared understanding and mindset
- Time for learning: allocated time for learning and reflection
- Reflective openness: open communication and feedback
- Forgiveness: learning from mistakes and failures
- Shared vision: common goals and objectives
- Participative openness: involvement in decision-making and learning
- Trust: trust in leadership and colleagues
- Empathy: understanding and support for each other
- Cooperation: teamwork and collaboration
- Team learning: collective learning and growth
- Consensus building: agreement and commitment to learning
- Creative thinking: innovative and creative problem-solving

Topic 155: Knowledge Continuity Management

- Identifies valuable knowledge at risk of being lost due to employee departure

(retirement, turnover, etc.)
- Human capital and knowledge are critical assets that can leave or be lost,
impacting organizational performance and competitiveness
- Issues of knowledge loss include:
- Retirement: loss of experienced employees and their knowledge
- Turnover: loss of employees and their knowledge
- Generational gaps: differences in knowledge and work styles between
generations

Topic 156: Knowledge Continuity Management Process

- KCM is a top-down process starting with senior management commitment and

support
- Three-step process:
1. Scoping: identify critical knowledge and its location
2. Documenting and transferring: transfer knowledge to other employees or
documents
3. Integrating: embed transferred knowledge into organizational processes and
memory
- Ensures critical knowledge is retained and transferred to other employees,
reducing knowledge loss risks

Topic 157: Knowledge Continuity Management Cycle

- Identify knowledge at risk: determine critical knowledge and its location

- Location or containers of knowledge: document or tacit knowledge
- Recipients of knowledge: identify employees who need the knowledge
- Select transfer mechanisms: choose appropriate transfer methods (training,
mentoring, etc.)
- Design a schedule: plan and schedule knowledge transfer
- Develop metrics: measure knowledge transfer effectiveness
- Conduct knowledge transfer: transfer knowledge to recipients
- Validate knowledge: ensure transferred knowledge is accurate and useful
- Preserve knowledge: store transferred knowledge in organizational memory for
future use

Topic 158: Identifying Critical Knowledge

- Critical knowledge is strategic, at risk of being lost, and possessed by few

employees
- Types of critical knowledge:
- Subject matter expertise: specialized knowledge in a specific area
 - Business relationships: knowledge of customers, partners, and suppliers
- Organizational knowledge: knowledge of company history, culture, and
policies
- Governance: knowledge of legal, regulatory, and compliance requirements
- Criteria to assess critical knowledge:
- Specificity: how unique is the knowledge to the organization?
- Localization: how many employees possess the knowledge?
- Complexity: how difficult is the knowledge to learn and apply?
- Consequences of loss: what are the impacts of losing the knowledge?

LECTURE 39
Topic 159: Selecting the KCM Strategy

- Choose the right knowledge transfer and retention strategy based on whether the
knowledge is tacit (experiential, difficult to articulate) or explicit (documented,
easily transferable) and the time available.
- Approaches for tacit knowledge transfer include:
- After-action reviews: reflect on project experiences and lessons learned
- Mentoring: pair experienced employees with newer ones for guidance and
support
- Storytelling: share experiences and lessons learned through narratives
- Techniques for explicit knowledge transfer include:
- Documentation: write down processes, procedures, and best practices
- E-learning: create online courses and training programs
- Wikis: create online repositories of knowledge and information

Topic 160: Handover Procedures

- Handover procedures ensure a smooth transition of knowledge and
responsibilities when an employee leaves or changes roles.
- Use a checklist or structured notes to cover important processes, including:
- Time-sensitive tasks and deadlines
- Key contacts and stakeholders
- Tips and advice for success
- Important documents and resources
- Introduce the new employee to key contacts and provide access to useful
resources, such as:
- Company intranet and knowledge management systems
- Expert networks and communities of practice
- Training and development programs

Topic 161: Three-Tiered Approach to Knowledge Continuity

- Address knowledge transfer at individual, group, and organizational levels to

ensure comprehensive coverage.
- Produce tangible legacy materials and feed them into the corporate storehouse of
intellectual capital, including:
- Individual level:
- Structured interviews with experts
- Tangible by-products like maps, glossaries, and interview transcripts
- Group level:
- Facilitated workshops with communities of practice
- Tangible by-products like workshop notes, knowledge repositories, and
social network maps
- Executive level:
- Storytelling workshops and individual interviews with key executives
 - Tangible by-products like maps of intellectual assets, organizational
lexicons, and springboard stories

Topic 162: General Preferences of Four Generations

- Four generations in the workforce have unique traits, values, and work styles,
including:
- Matures (1925-1945): loyal, respectful of authority, and value hard work
- Baby Boomers (1945-1965): optimistic, team-oriented, and value personal
growth
- Generation X (1966-1980): independent, flexible, and value work-life balance
- Millennials (1981-): tech-savvy, collaborative, and value feedback and
flexibility
- Understand these differences to effectively manage and transfer knowledge
across generations.

Topic 163: Intergenerational Knowledge Transfer

- Knowledge sharing between generations requires understanding their differences

and adapting KCM approaches to individual and organizational needs.
- Examples of effective intergenerational knowledge transfer include:
- Transparent leadership and technology infrastructures for Baby Boomers to
Generation X transfer
- Using summaries and YouTube videos for Millennials
- Pairing experienced employees with newer ones for mentoring and guidance
- Creating opportunities for socialization and knowledge sharing across
generations.

LECTURE 40
Topic 164: Best Practices in Knowledge Continuity Management

- Create a comprehensive strategy and process to protect critical knowledge,

involving business leaders and KM professionals.
- Identify critical knowledge through a combination of top-down and grassroots
approaches, considering business objectives and expert input.
- Capture and transfer knowledge using various methods (e.g., mentoring,
documentation, training), considering the nature of the knowledge and the
audience.
- Make knowledge accessible through multiple channels (e.g., knowledge bases,
communities of practice), providing easy access and encouraging contribution.
- Embed knowledge champions and change agents in the business to drive KCM
efforts and measure their impact.
- Ensure knowledge is applied and used, tracking metrics such as improved
decision-making, innovation, and competency development.

Topic 165: Success Factors for Knowledge Continuity Management

- Build a knowledge sharing culture by promoting trust, empathy, and collectivism,

recognizing and rewarding knowledge sharing behaviors.
- Establish mentoring programs that pair experienced employees with newer ones,
encouraging knowledge transfer and development.
- Encourage teamwork and collaboration across generations, functions, and
locations, fostering a sense of community and shared purpose.
- Measure KCM success through metrics such as competency development,
decision-making improvement, and innovation, adjusting strategies accordingly.

Topic 166: Challenges for Knowledge Continuity Management

- Overcome difficulties in transferring knowledge due to lack of absorptive

capacity, trust, and motivation, addressing these underlying issues.
- Manage cultural, language, and work value differences, finding common ground
and using inclusive approaches.
- Provide incentives and rewards for knowledge sharing, recognizing and valuing
contributions.
- Address difficulty in articulating knowledge and lack of methods and tools for
transfer, providing training and support.

Topic 167: TFPL Guide of KM Skills

- Develop time management and learning techniques to acquire knowledge

effectively, prioritizing learning and reflection.
- Cultivate advocacy, inquiry, and networking skills to share knowledge and build
relationships.
- Develop IT skills to record, disseminate, and retrieve information efficiently.
- Practice cooperative problem-solving and open dialogue to collaborate and build
trust.
- Embrace flexibility and willingness to try new things, take risks, and learn from
mistakes.

Topic 168: Seven Categories of KM Skills

- Retrieve information through searching, asking questions, and seeking expertise.

- Evaluate information for quality, relevance, and reliability, considering multiple
sources.
- Organize information using various tools and methods (e.g., taxonomies,
databases), making it easily accessible.
- Analyze information to deduce relationships, meaning, and insights, using tools
like data analytics and visualization.
- Present information effectively, using clear communication and visualization
techniques.
- Secure information through confidentiality, quality measures, and data protection
practices.
- Collaborate around information, using technology and principles of effective
collaborative work, such as shared goals and open communication.

Topic 169: Major Categories of KM Roles

- Strategic roles: chief human capital officer, human capital retention manager,
overseeing KCM strategy and implementation.
- Senior and middle management roles: chief knowledge officer, knowledge
manager, responsible for KCM operations and programs.
- Knowledge leaders: KM champions, promoting KCM and building a knowledge
sharing culture.
- Knowledge managers: acquiring, organizing, and disseminating knowledge,
ensuring its quality and accessibility.
- Knowledge navigators: knowledge brokers, connecting people to knowledge and
expertise.
- Knowledge synthesizers: knowledge stewards, facilitating knowledge capture and
transfer.
- Content editors: content managers, responsible for structuring and disseminating
content.
- Learning-oriented roles: trainers, facilitators, mentors, coaches, developing
knowledge and skills.
- Human resources roles: developing knowledge-oriented cultures and behaviors,
supporting KCM efforts.

LECTURE 41
Topic 170: Senior Management Roles
- Chief Knowledge Officer (CKO) or Chief Learning Officer (CLO) play a crucial
role in driving knowledge management strategies and practices across the
organization.
- CKO responsibilities include:
- Maximizing returns on knowledge investments, such as people, processes, and
intellectual capital.
- Exploiting intangible assets, like know-how, patents, and customer
relationships.
- Promoting knowledge sharing and collaboration across the organization.
- Measuring the value of knowledge and KM practices.
- CLO responsibilities include:
- Leading cultural transformation and learning initiatives.
- Ensuring learning is leveraged across the organization.
- Addressing skill deficiencies and promoting knowledge sharing.

Topic 171: Sample Job Description

- Knowledge and Information Manager responsibilities include:

- Systematically recording and storing health-related information and expertise.
- Packaging organizational expertise and health information for various clients.
- Maximizing usability and usefulness of health resources and information
products.
- Promoting the meaning and purpose of information and knowledge resources.
- Ensuring easy access and retrieval of information and knowledge resources.
- Selection criteria include:
- Tertiary qualifications in a relevant field (e.g., Information Science, KM).
- In-depth appreciation of IT capabilities and limitations.
- Ability to manage knowledge and information via online databases,
collaborative technologies, and web-based services.
 - Understanding of knowledge processes (e.g., organizational learning and
development).
- Excellent computer skills, preferably with database and website management
experience.

Topic 172: KM Roles Within Organizations

- Various KM roles exist within organizations, including:

- Designing information systems (e.g., databases, interfaces, networking).
- Managing information systems (e.g., maintaining data integrity, updating
systems).
- Information resources management (e.g., supporting organizational missions,
competitive advantage).
- Training (e.g., coaching, mentoring, community of practice support).
- Information agencies (e.g., advising, guiding on information use).
- Competitive intelligence (e.g., gathering and analyzing intelligence for
decision-making).
- Customer relations for information systems/technology.
- Designing and producing information services and products (e.g., databases,
multimedia products).
- Knowledge journalism (e.g., gathering and coding tacit knowledge).
- Organizational information and KM policy analysis.

Topic 173: KM Job Titles

- Various KM job titles exist, including:

- Knowledge harvester (elicits tacit knowledge from experts).
- Knowledge analyst (links user needs to knowledge provision).
- Knowledge editor (refines explicit knowledge for user orientation).
 - Knowledge navigator (knows knowledge repositories and expertise locations).
- Knowledge broker (connects knowledge seekers with knowledge providers).
- Knowledge gatekeeper (directs external knowledge to relevant areas).
- Knowledge steward (custodian of knowledge resources).
- Knowledge facilitator (encourages knowledge sharing and collaboration).

Topic 174: KM Profession

- Knowledge management is an emerging profession with:

- University programs and degree offerings (e.g., undergraduate, graduate,
doctoral).
- Certification initiatives (e.g., KMPro, KMBA).
- Professional associations (e.g., KMPro, IAKM, SLA).
- Diverse degree titles (e.g., computer science, management, library and
information in science).
- Growing recognition as a bona fide field of professional practice.

LECTURE 42
Topic 175: Where Does KM Belong In the Organization?

- KM teams can be found in various business units, such as:

- Information Technology (IT)
- Human Resources (HR)
- Training and Development
- Strategy and Innovation
- Organizations with KM emphasize:
- Informal networking and collaboration
 - Distributed leadership and shared responsibility
- A clear vision and set of plans/priorities that unify the organization
- Communities of practice and virtual teams facilitate knowledge sharing and
collaboration across the organization.

Topic 176-177: Ethics of KM

- Ethics establish a framework for decision-making based on values, such as:

- Respect for privacy and confidentiality
- Honesty and transparency in knowledge sharing
- Fairness and equity in access to knowledge
- An ethical code for professionals outlines standards for behavior, including:
- Responsibility to society and the profession
- Respect for colleagues and clients
- Commitment to ongoing learning and improvement
- Types of ethics include:
- Metaethics (investigating the nature of ethical principles)
- Normative ethics (establishing moral standards)
- Applied ethics (addressing specific ethical issues)
- KM promotes transparency, openness, and innovation, contributing to ethical
business practices, such as:
- Encouraging whistleblowing and speaking truth to power
- Fostering a culture of accountability and responsibility
- Supporting informed decision-making and risk management

Topic 178: Future Challenges for Knowledge Management

- Major challenges facing KM include:
- People and cultural issues, such as:
- Encouraging knowledge sharing and collaboration
- Addressing resistance to change and cultural barriers
- Overemphasis on technology, such as:
- Focusing too much on IT solutions
- Neglecting the human and cultural aspects of KM
- Isolation from business goals, such as:
- Failing to align KM with organizational objectives
- Neglecting to measure the impact of KM on business outcomes
- Ignoring content dynamics, such as:
- Failing to update and refresh knowledge content
- Neglecting to address the complexity and nuance of knowledge
- Prioritizing quantity over quality, such as:
- Focusing too much on collecting and storing knowledge
- Neglecting to curate and validate knowledge for accuracy and relevance

Topic 179: Intellectual Property Issues

- Attribution and unwanted attribution concerns can be addressed through:

- Document management and version control best practices
- Clear policies and procedures for knowledge sharing and collaboration
- Copyleft and Creative Commons licenses offer alternative approaches to
copyright laws, such as:
- Allowing for open access and sharing of knowledge
- Encouraging collaboration and innovation
- Permissions in Creative Commons licenses include:
 - Attribution (requiring users to credit the original author)
- Share-alike (requiring users to license derivative works under the same terms)
- No derivatives (prohibiting users from modifying the work)
- Noncommercial (prohibiting users from using the work for commercial
purposes)

LECTURE 43
Topic 180: Incentives for Knowledge Sharing

- Incentives encourage knowledge sharing, including:

- Rewards (e.g., "knowledge sharer of the month", plaques, prizes, or
promotions)
- Recognition (e.g., public praise, awards, certificates, or media coverage)
- Financial incentives (e.g., bonuses, salary increases, profit-sharing, or stock
options)
- Moral incentives (e.g., sense of self-esteem, respect, admiration, or gratitude)
- Categories of incentives:
- Remunerative (financial rewards, tangible benefits)
- Moral (recognition, respect, intangible benefits)
- Coercive (punishment for not sharing, negative consequences)

Topic 181: Other Challenges for KM

- Some people doubt the future of KM due to:

- Failures to deliver expected results (e.g., lack of ROI, limited adoption)
- Underestimating the importance of people and culture in KM (e.g., neglecting
training, ignoring organizational dynamics)
 - Overemphasizing technology and neglecting the human factor (e.g., focusing
on tools, ignoring user needs)
- To be proactive, organizations should:
- Improve access to information and knowledge (e.g., through training,
mentorship, or collaboration tools)
- Promote knowledge sharing through various means (e.g., incentives,
recognition, or communities of practice)
- Network and cooperate internationally to leverage external knowledge (e.g.,
through partnerships, benchmarking, or joint research)
- Develop local content and capacity building to address specific needs (e.g.,
through customization, adaptation, or innovation)

Topic 182: KM and Innovation

- KM facilitates innovation by:

- Capturing and sharing information and knowledge (e.g., through
documentation, training, or collaboration)
- Encouraging collaboration and teamwork (e.g., through cross-functional teams,
workshops, or brainstorming)
- Managing complexity and making sense of disparate data (e.g., through
analytics, visualization, or sense-making)
- Integrating knowledge from various sources and disciplines (e.g., through
interdisciplinary research, knowledge brokers, or innovation labs)
- Tacit knowledge is harder to articulate and duplicate, making it a competitive
advantage. KM helps to uncover and leverage this hidden knowledge.

Topic 183: What's Next?

- The future of KM will involve:

 - Increased collaboration and teamwork (e.g., through virtual teams,
crowdsourcing, or open innovation)
- Synergy between information management and knowledge management (e.g.,
through integrated systems, data analytics, or information architecture)
- Focus on innovation, risk management, and ethics (e.g., through design
thinking, experimentation, or responsible innovation)
- Challenges include:
- Information overload and difficulty in finding relevant information (e.g.,
through data literacy, information literacy, or search optimization)
- Cultural issues, such as resistance to change or lack of trust (e.g., through
change management, communication, or trust-building)
- Technological issues, such as data silos or inadequate tools (e.g., through
integration, interoperability, or technology development)

Topic 184: Benefits of Knowledge Management in Education

- KM improves services to students, staff, and faculty by:

- Providing timely and relevant information (e.g., through learning analytics,
adaptive learning, or personalized recommendations)
- Enhancing research capabilities and minimizing turnaround time (e.g., through
research information systems, collaboration tools, or grant management)
- Encouraging interdisciplinary research and collaboration (e.g., through
research centers, institutes, or innovation hubs)
- Developing human capital, customer capital, organizational capital, innovation
capital, and financial capital (e.g., through talent development, knowledge transfer,
or innovation commercialization)
- KM helps educational institutions to stay competitive, innovative, and responsive
to the needs of their constituents.

LECTURE 44
Topic 185: Benefits of Knowledge Management in Schools
- KM helps teachers:
- Find and use information to improve teaching methods
- Share ideas and best practices with colleagues
- Reflect on feedback to improve student learning
- Develop policies to enhance student outcomes
- KM helps schools:
- Keep experienced teachers’ expertise and knowledge
- Support new teachers’ development
- Foster a culture of continuous learning and improvement
- Lead to better student results, teacher growth, and collaboration

Topic 186: Challenges for Knowledge Management in Education

- Schools face challenges:

- Providing accurate and reliable data
- Integrating different information systems
- Changing cultures and mindsets
- Sustaining KM efforts despite changing priorities
- These challenges can lead to:
- Information overload and poor data management
- Poor decision-making and lack of accountability
- Limited collaboration and innovation
- Decreased morale and job satisfaction

Topic 187: Opportunities for Knowledge Management in Education

- Schools can:
- Integrate KM to enhance learning, innovation, and improvement
- Leverage existing social networks and communities
- Embed KM into the school culture
- Improve decision-making and student success
- KM can help schools:
- Build a culture of knowledge sharing
- Enhance reputation and attractiveness
- Increase efficiency and effectiveness

Topic 188: KM and Strategic Planning in Schools

- Strategic planning:
- Helps schools respond to changes and challenges
- Requires effective planning, KM, and leadership
- Benefits:
- Clarifies school goals and priorities
- Coordinates decisions and actions
- Addresses environmental challenges
- Effective strategic planning with KM can lead to:
- Improved school performance and reputation
- Enhanced teacher and student outcomes
- Better resource management
- Increased stakeholder engagement

Topic 189: Normative Model for KM Implementation in Schools

- Knowledge leadership:
- Encourages innovation and risk-taking
- Fosters a culture of trust and collaboration
- Building KM vision:
- Develops a shared understanding of KM
- Encourages dialogue and interaction
- Knowledge-sharing culture:
- Encourages trust and collaboration
- Fosters innovation and knowledge utilization
- Normative model:
- Guides KM implementation
- SECI model may be useful
- Questions to consider:
- What knowledge is required for school development?
- How to manage knowledge for effective school development?

LECTURE 45
Topic 190: Framework for a KM Platform in Higher Education Institutions

- A proposed framework for a knowledge management system in higher education

institutions
- Includes eight sub-portals:
- K2Doc: a repository of documents and information for employees
- K2Learn: a database of documents and resources for faculty and students
- K2Research: a repository of research and expertise developed in-house
- K2DataBank: a collection of student projects and experiences
- K2Expert: a directory of experts and their areas of expertise
 - K2Explore: a archive of questions and answers for future reference
- K2Konnect: online discussion forums for students, staff, and management
- K2TestTime: a virtual exam center for students to practice and improve

Topic 191: KM Framework for Curriculum Development

- A framework to improve curriculum development processes in technical

education
- Includes five phases:
- F1: understanding learner needs and feedback
- F2: analyzing curriculums from different universities
- F3: collecting information from various disciplines
- F4: organizing content for interdisciplinary curriculum design
- F5: guiding new faculty members in curriculum development
- Benefits:
- Curriculum development based on learner needs
- Reduced effort and time in curriculum development
- Improved employability of students

Topic 192: Expected Knowledge Activities in KM Framework for Curriculum

Development

- Four ways of knowledge creation:

- Knowledge internalization: learning from experience
- Knowledge exchange: sharing experiences
- Knowledge capture: documenting knowledge
- Knowledge reuse: applying existing knowledge
- Expected knowledge activities in each asset:
- Asset F1: analyzing feedback and identifying gaps
- Asset F2: evaluating curriculums and sharing best practices
- Asset F3: identifying new equipment and research
- Asset F4: developing interdisciplinary curriculum
- Asset F5: guiding new faculty members
- Asset F6: analyzing industry needs and capturing training reports

Topic 193: Knowledge Management for Academic Libraries

- Traditional roles of librarians:

- Managing library collections
- Providing information services
- Supporting research
- Managing records
- Roles of librarians in knowledge economy:
- Fostering knowledge-sharing culture
- Managing information and records
- Educating and training users
- Managing information systems and technology
- Providing information services
- Managing intellectual capital
- Role of librarians in KM:
- Managing organizational knowledge
- Collaborating with other units
- Creating a learning organization
- KM objectives in libraries:
 - Promoting innovation
- Strengthening knowledge sharing
- Improving knowledge flow

Topic 194: Reasons for Libraries to Adopt KM

- Improving library services and operations

- Enhancing decision-making capabilities
- Reducing duplication of effort
- Enhancing collaboration and innovation
- Capturing and retaining employee knowledge
- Increasing awareness of knowledge gaps
- Improving user services and experience