CONTACT 1:

DEFINITION AND CONCEPTUALIZATION OF KNOWLEDGE MANAGEMENT

The Knowledge Hierarchy: From Data to Wisdom

Understanding knowledge management begins with distinguishing between different levels of

information processing. The DIKW (Data-Information-Knowledge-Wisdom) pyramid, first
conceptualized by Russell Ackoff in 1989, provides the foundational framework for understanding
how raw data transforms into actionable wisdom.

┌───────────┐

│ WISDOM │ Insightful decision-making

└───────────┘ - Applied knowledge guided by values, ethics, and context

┌───────────┐

│ KNOWLEDGE │ Contextualized information

└───────────┘ - Combines information with experience and understanding

┌───────────┐

│INFORMATION │ Organized data

└───────────┘ - Processed, structured data with meaning

┌───────────┐

│ DATA │ Raw facts and figures

└───────────┘ - Unprocessed, unstructured inputs without meaning

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Data: The Foundation Level Data represents raw, unprocessed facts, numbers, or symbols
without context. In library settings, data might include:

• Circulation statistics: "547 items checked out in March"

• Catalog records: "ISBN: 978-0-123456-78-9"
• Patron demographics: "Age: 23, Status: Student"
• System logs: "Login: [Link], User: staff_001"

Information: Adding Context Information emerges when data is processed, organized, and
presented with context that makes it meaningful. Examples include:

“The library's collection contains 45,000 books, 15,000 journals, and 5,000 digital resources"

"March circulation increased 15% compared to February, with fiction titles accounting for 60%
of checkouts"

Knowledge: Experience and Insight Knowledge combines information with experience,

judgment, and understanding to create actionable insights. This is where human expertise
becomes crucial:

• An acquisitions librarian understands that certain publishers have longer processing

times, affecting ordering schedules
• A cataloger recognizes when subject headings need updating based on emerging topics in
the collection.

Wisdom: Judgement and Values

Definition: The application of knowledge layered with ethical Judgement, values, and a long-term
perspective. It involves understanding the broader implications and making sound choices about
what should be done. It’s not just seeing the completed puzzle picture, its understanding its
meaning and its purpose.

Practical KOHA Example: In KOHA's circulation module, raw data shows "Book X was
borrowed 47 times this year." This becomes information when we add context: "Book X's
circulation rate is 300% above average for its subject area." Knowledge emerges when the

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collection development librarian interprets this: "This high circulation rate, combined with holds
queue length and similar titles' performance, suggests we should purchase additional copies and
seek similar titles in this subject area."

Defining Knowledge Management

Knowledge Management (KM) is fundamentally about leveraging an organization's intellectual

assets to achieve strategic objectives. Knowledge Management requires more effective methods
of information handling, speedy transfer of information, as noted in recent library science
research.

Comprehensive Definition: Knowledge Management is the systematic process of identifying,

capturing, organizing, storing, sharing, and applying knowledge assets to enhance organizational
performance, innovation, and competitive advantage. It encompasses both explicit knowledge
(documented, codified) and tacit knowledge (personal, experiential) within organizational
contexts.

Core Components of KM Systems:

1. Knowledge Identification and Audit

o Mapping existing knowledge assets within the library/organization
o Identifying knowledge gaps and needs
o Understanding knowledge flows and dependencies
o Example: A library conducts a knowledge audit and discovers that retirement-
eligible staff hold critical knowledge about historical collection development
decisions that has never been documented
2. Knowledge Capture and Creation
o Converting tacit knowledge into explicit forms
o Documenting processes, procedures, and best practices
o Creating new knowledge through research and experimentation
o Example: Recording video tutorials of complex cataloging procedures performed
by expert staff
3. Knowledge Organization and Storage

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 o Structuring knowledge for easy retrieval and use
o Implementing taxonomies and classification systems
o Maintaining knowledge repositories and databases
o Example: Creating a searchable wiki containing troubleshooting guides for
common KOHA problems
4. Knowledge Sharing and Transfer
o Facilitating knowledge flow between individuals and departments
o Breaking down knowledge silos
o Creating communities of practice
o Example: Regular cross-training sessions where technical services staff teach
cataloging standards to public services staff
5. Knowledge Application and Innovation
o Using knowledge to solve problems and make decisions
o Applying lessons learned to new situations
o Fostering innovation through knowledge combination
o Example: Using patron feedback data and circulation analytics to redesign library
space layout

CONTACT 2:

TYPES OF KNOWLEDGE

The distinction between tacit and explicit knowledge, first articulated by philosopher Michael
Polanyi and later developed by Nonaka and Takeuchi, is fundamental to understanding knowledge
management in libraries.

Tacit Knowledge: The Hidden Asset Tacit knowledge is personal, context-specific, and difficult
to formalize or communicate. It includes insights, intuitions, and hunches that individuals develop
through experience but find hard to articulate.

Characteristics of Tacit Knowledge:

• Highly personal and subjective

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 • Rooted in individual experience and emotion
• Context-dependent and situation-specific
• Difficult to codify or transfer through formal channels
• Often taken for granted by the knowledge holder

Library Examples of Tacit Knowledge:

• A reference librarian's ability to interpret vague patron queries and identify their true
information needs
• A cataloger's intuitive sense of appropriate subject headings for interdisciplinary
materials
• A systems librarian's troubleshooting expertise that comes from years of experience with
specific software quirks
• The institutional memory of long-term staff about why certain policies were implemented

The Challenge of Tacit Knowledge: When experienced librarians retire after 35 years, they take
with them an understanding of:

• Which vendors are reliable for rush orders

• How to handle difficult patron situations
• Unwritten procedures for handling rare book donations
• Personal relationships with faculty members and their research interests
• Knowledge of past collection development decisions and their outcomes

Explicit Knowledge: The Documented Foundation Explicit knowledge can be articulated,

codified, and stored in documents, databases, and systems. It can be easily communicated and
shared across the organization.

Characteristics of Explicit Knowledge:

• Formal and systematic

• Easily communicated and shared
• Stored in tangible formats

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 • Independent of individual memory
• Transferable across contexts

Library Examples of Explicit Knowledge:

• Cataloging manuals and standards (AACR2, RDA, MARC format)

• Collection development policies and procedures
• Reference desk procedures and FAQ databases
• KOHA user manuals and system documentation
• Budget reports and statistical analyses
• Staff training materials and job descriptions

KOHA as an Explicit Knowledge Repository: KOHA systems contain vast amounts of explicit
knowledge:

• Bibliographic records with detailed subject analysis

• Circulation policies and automated rules
• Patron management procedures and privacy protocols
• Acquisition workflows and vendor information
• Reports and analytics templates
• System configuration settings and customizations

Embedded Knowledge: Knowledge in Systems and Processes A third category, embedded

knowledge, refers to knowledge that is built into organizational routines, processes, and systems.
This knowledge becomes part of the organizational infrastructure.

Examples in Library Settings:

• KOHA's automated circulation system that "knows" loan periods, fine calculations, and
renewal rules
• Database search interfaces that incorporate information literacy principles
• Collection development algorithms that suggest purchases based on usage patterns
• Preservation protocols embedded in digital repository systems

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The SECI Model: Knowledge Creation and Conversion

The SECI model of knowledge dimensions (or the Nonaka-Takeuchi model) is a model of
knowledge creation that explains how tacit and explicit knowledge are converted into
organizational knowledge. This model, developed by Ikujiro Nonaka and Hirotaka Takeuchi,
provides a framework for understanding how knowledge moves through organizations and how
new knowledge is created.

The Four Modes of Knowledge Conversion:

1. Socialization (Tacit to Tacit) Socialization involves sharing tacit knowledge through direct
experience, observation, and practice. This mode emphasizes learning through doing and
interaction.

Library Application Examples:

• Mentoring Programs: Senior librarians working alongside new staff, sharing

experiential knowledge through observation and practice
• Job Shadowing: New reference librarians observing experienced colleagues conduct
research consultations
• Informal Conversations: Catalogers discussing complex classification decisions during
coffee breaks
• Team Problem-Solving: Staff collaborating to resolve challenging patron queries,
sharing insights and approaches

Example: An experienced Librarian works with, a new IT student. The Librarian demonstrates
how to:

• Rephrase complex database search strategies in simple terms

• Recognize when a patron needs emotional support along with information
• Know which resources work best for different types of queries

This tacit knowledge transfer happens through observation and shared experience, not through
formal documentation.

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2. Externalization (Tacit to Explicit) Externalization involves articulating tacit knowledge into
explicit concepts through dialogue, metaphors, analogies, and systematic documentation.

Library Application Examples:

• Best Practices Documentation: Writing procedures based on experienced staff's

intuitive practices
• Case Study Development: Creating detailed examples of successful problem-solving
approaches
• Policy Creation: Formalizing unwritten rules and practices into official policies
• Training Manual Development: Converting expert knowledge into teachable formats

Example: the library’s most successful subject librarians, who has an intuitive sense for selecting
materials that circulate well in a particular subject area, works with the University Librarian to
document their decision-making process:

• They creates a checklist of factors she considers: author reputation, reviewer comments,
local interest indicators, budget constraints, collection gaps
• Develops a scoring system for evaluating potential purchases
• Documents her vendor relationship management strategies
• Creates templates for communicating with faculty about collection needs

This process transforms their tacit knowledge into explicit guidelines that other staff can use.

3. Combination (Explicit to Explicit) Combination involves creating new explicit knowledge

by combining different bodies of existing explicit knowledge through analysis, categorization,
and synthesis.

Library Application Examples:

• Policy Integration: Combining separate policies into comprehensive procedure manuals

• Data Analysis: Merging circulation statistics with budget data to create collection
development insights
• Systems Integration: Linking KOHA data with institutional repository systems

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 • Report Generation: Combining multiple data sources to create comprehensive
assessment reports

Example: The library creates a comprehensive collection assessment report by combining:

• KOHA circulation statistics showing item usage patterns

• Budget reports detailing spending by subject area
• Interlibrary loan data indicating areas of unmet demand
• Faculty research publication data from institutional repository
• Vendor pricing information and trend analyses

The resulting report provides insights that none of the individual data sources could provide
alone.

4. Internalization (Explicit to Internalization) Internalization involves converting explicit

knowledge into tacit knowledge through practice, learning by doing, and personal experience.

Library Application Examples:

• Training Implementation: Staff practicing new procedures until they become intuitive
• System Mastery: Learning KOHA functions through repeated use until navigation
becomes automatic
• Policy Application: Applying written guidelines repeatedly until good practices become
habitual
• Skill Development: Practicing reference interview techniques until they become natural

Detailed Example: New catalogers receive extensive training in RDA rules and MARC format
standards (explicit knowledge). Through months of practice:

• They begin to recognize patterns in bibliographic description without consulting manuals

• They develop intuitive sense for appropriate subject headings
• Complex classification decisions become more automatic
• They can spot errors and inconsistencies quickly
• They develop personal shortcuts and efficiencies within the standard framework

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This transforms explicit training into tacit expertise.

CONTACT 3:

APPLICATION OF KNOWLEDGE MANAGEMENT IN LIBRARY AND

INFORMATION PRACTICE

Strategic Applications of Knowledge Management

Today libraries are giving much attention on quality services to focus on user satisfaction but
quality services can be delivered if libraries improve its management efficiency. This emphasis on
quality service delivery through improved management efficiency is where knowledge
management becomes strategically critical for library operations.

Collection Development and Management

Modern collection development has evolved from intuition-based decision making to evidence-
based practice supported by comprehensive knowledge management systems.

Traditional vs. Knowledge-Enabled Collection Development:

Traditional Approach:

• Librarians made selections based on personal judgment and limited feedback

• Budget allocation followed historical patterns
• Collection assessment was periodic and largely statistical
• Vendor relationships were informal and undocumented

Knowledge-Enabled Approach:

• Systematic collection of usage data, patron feedback, and market intelligence

• Predictive analytics inform acquisition decisions
• Continuous assessment using multiple data sources
• Documented vendor performance and relationship management

Reference and Information Services

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Reference services represent one of the most knowledge-intensive areas of library work, where
librarians must combine explicit knowledge about resources with tacit knowledge about user
needs and search strategies.

Knowledge Management in Reference Services:

1. Question Analysis and Categorization Effective reference knowledge management begins

with systematic analysis of patron questions:

• Question Types: Ready reference, research consultation, technical support, directional

• Subject Areas: Track questions by discipline, complexity level, and resource
requirements
• User Demographics: Student level, faculty research areas, community member interests
• Outcome Tracking: Successful resolution, referral required, follow-up needed

Resource Knowledge Databases Libraries must maintain current knowledge about their vast
information resources:

• Database Characteristics: Subject coverage, date ranges, search interfaces, access

methods
• Print Collection: Special collections, local history, unique resources
• Digital Resources: License restrictions, simultaneous user limits, technical requirements
• External Resources: Freely available web resources, government databases, professional
associations

PROBLEMS AND PROSPECTS OF KNOWLEDGE MANAGEMENT

Current Challenges in Library Knowledge Management

While knowledge management offers significant benefits for library operations, implementation
faces numerous challenges that must be systematically addressed for successful outcomes.

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Organizational and Cultural Challenges

Libraries, like many traditional organizations, face significant cultural barriers to effective
knowledge management implementation.

Knowledge Silos and Departmental Isolation:

The Silo Problem in Libraries: Traditional library organizational structures often create
barriers to knowledge sharing that undermine overall effectiveness.

Example: Academic Library Departmental Silos

Typical Silo Structure:

• Technical Services: Cataloging, acquisitions, systems maintenance

• Public Services: Reference, instruction, circulation
• Special Collections: Archives, rare books, digital collections
• Administration: Budgeting, personnel, strategic planning

Knowledge Isolation Consequences: Technical Services Knowledge Gaps:

• Catalogers lack awareness of user search behavior and discovery problems

• Acquisitions staff miss opportunities to leverage reference desk insights about user needs
• Systems librarians implement changes without understanding public service workflows
• Processing decisions made without consideration of public service implications

Public Services Knowledge Gaps:

• Reference librarians unaware of cataloging backlogs affecting resource availability

• Instruction librarians lack knowledge of database licensing restrictions
• Circulation staff uninformed about collection development priorities
• User service decisions made without understanding technical constraints

Real-World Example: Catalog vs. Discovery Disconnect

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Problem Scenario: At Metro University Library, technical services staff spent two years
implementing a new discovery layer for the catalog, focusing on technical specifications and
search algorithms. Meanwhile, circulation staff continued receiving daily complaints from users
about difficulty finding known items and unsuccessful searches.

Knowledge Silo Consequences:

• Wasted Resources: N2,000,000 investment in discovery system that doesn't meet user
needs
• User Frustration: Continued poor user experience despite system upgrade
• Staff Demoralization: Circulation staff feel unheard, technical services staff feel
unappreciated
• Missed Opportunities: Valuable user feedback not incorporated into system design

Solution Through Knowledge Integration: The library implements cross-departmental

collaboration:

Integrated Planning Process:

• Joint Planning Committee: Representatives from technical services, circulation unit,

and library administration
• User Feedback Integration: Reference desk insights incorporated into system
requirements
• Usability Testing: Circulation unit staff conduct user testing of technical
implementations
• Training Coordination: Technical services staff train circulation unit staff on new
system capabilities

Results:

• Improved User Experience: System modifications based on user feedback result in

increase in successful searches

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 • Staff Satisfaction: Cross-departmental collaboration improves staff communication and
morale
• Resource Optimization: Future technology investments guided by integrated knowledge
of user needs and technical capabilities
• Innovation Acceleration: Combined expertise leads to creative solutions neither
department could develop alone

Resistance to Change and Knowledge Sharing:

Sources of Resistance: Individual Level Resistance:

• Fear of Job Security: Concern that sharing knowledge may make position redundant
• Professional Identity: Attachment to specialized expertise as source of professional
value
• Time Constraints: Perception that knowledge sharing activities detract from "real work"
• Technology Anxiety: Discomfort with new systems and digital knowledge management
tools

Organizational Level Resistance:

• Reward Systems: Performance evaluation systems that don't recognize knowledge

sharing contributions
• Hierarchical Culture: Traditional organizational structures that discourage cross-level
communication
• Resource Competition: Departments competing for limited resources may hoard
knowledge advantages
• Risk Aversion: Preference for established practices over innovative knowledge
management approaches.

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