Wiigs Model of Knowledge Management
Presented by Asish Senapati Divyansh Bakshi Uttam Kumar Das Sriram Jayaraman Prakhar Nigam
Agenda
Introduction Levels of Internalization Knowledge Forms & types Wiigs KM cycle Knowledge transfer process.
Karl M. Wiig
He focuses on management of knowledge at Organizational level
Co-founder: International Knowledge Management Network
Author of 4 books & 40 articles on KM Past Director of Applied Artificial Intelligence and Systems and Policy Analysis at Arthur D. Little, Inc.
Wiigs KM Model
For knowledge to be useful and valuable, it must be organized; differently as per user Content value is higher when is connected to a greater number of knowledge bases Aim is to reach a stage of no logical inconsistencies, internal conflicts or misunderstandings
Wiig propagates 5 levels of internalization of knowledge
Levels of Internalization
Level 1 2 3 Type Novice Beginner Competent Description
Extremely low knowledge consciousness and its application
Knows about knowledge existence and where it can be obtained, but unaware of its application Knows about application as well but in limited manner Keeps knowledge in mind and knows where to use it and applies without external intervention Completely internalizes knowledge, has profound understanding of his environment
5
4
5
Expert
Master
Knowledge Forms
Public Knowledge
Explicit knowledge, can be learned and shared
Shared Knowledge
An intellectual asset held exclusively by employees and shared during work
Personal Knowledge
least accessible /tacit knowledge, most complete form of knowledge, used without consciousness
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Knowledge Types by WIIG Model
Type of knowledge which deals with data and measurements, and is directly observable and verifiable Type of knowledge which deals with systems, concepts and perspectives
Factual Knowledge
Conceptual Knowledge
Knowledge Types Expectational Knowledge
Type of knowledge which deals with hypothesis, judgments and expectations held by knowers
Methodological Knowledge
Type of knowledge which deals with reasoning, strategies and decision making methods
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Wiig KM Cycle
Processes by which we build and use knowledge
As individuals As teams (communities) As organizations
How we:
Build knowledge Hold knowledge Pool knowledge Apply knowledge Discrete tasks yet often inter-dependent & parallel
Wiig KM Cycle
Build Knowledge
How? Personal experience Formal education and training Intelligence sources Media, books, peers
Where? In people In tangible forms (e.g. books) How? KM systems (intranet, dbase) Groups of people- brainstorm Where? In work context Embedded in work processes
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Hold Knowledge
Pool Knowledge Apply Knowledge
Building Knowledge
Building Knowledge
Learning from all kinds of sources to:
Obtain Knowledge Analyze Knowledge Reconstruct (Synthesize) Knowledge Codify and Model Knowledge Organize Knowledge
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Building Knowledge - Examples
Market research
Focus groups Surveys Competitive intelligence Data mining on customer preferences
Create taxonomy of customer types
Synthesis of lessons learned (what worked, what didnt) generate hypotheses
Project management lessons learned
Identify attribute of suppliers who were most responsive, use this to select future suppliers, also to develop requirements to include in RFP
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Holding Knowledge
Holding Knowledge
In peoples 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 ROM, etc.)
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Holding Knowledge - Examples
Company owns a number of proprietary methods and recipes for making products Knowledge documented
Research reports, technical papers, patents
Other tacit knowledge Knowledge base
Know-how, tips, tricks of the trade Videotapes of specialized experts explaining various procedures Task support systems
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Pooling Knowledge
Pooling Knowledge
Can take many forms
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
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Pooling Knowledge - Examples
An employee realizes he is not adept to solve a problem He does the following
contact others in the company who have had similar problems to solve consult the knowledge repository make use of an expert advisory system to help her out
He organizes all this information He gets subject matter experts to validate the content
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Applying Knowledge
Using Knowledge
Use established knowledge
to perform routine tasks, make standard products, provide standard services
Use general knowledge
to survey exceptional situations, identify problems and consequences
Select relevant special knowledge
to handle situation, identify knowledge sources
Observe and characterize the situation, collect and organize information Analyze situation, determine patterns, compare with others, judge what needs to be done
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Using Knowledge (cont)
Synthesize alternative solutions Identify options and create new solutions Evaluate potential alternatives Appraise advantages and disadvantages of each Determine risks and benefits of each Decide what to do, which alternative to select
Rank alternatives & test that each is feasible, acceptable
Implement selected alternative
Choose and assemble tools needed Prepare implementation plan, distribute it, authorize team to proceed with this solution
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Using Knowledge - Examples
Expert mechanic encounters a new problem Gathers info to diagnose and analyze Synthesizes a list of possible solutions with the tools he knows are available to him Decides on the best option and uses it to fix the part
Non-routine tasks are approached in a different way than familiar, standard ones
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Knowledge Transfer Process
Knowledge Transfer Process vis--vis Nonaka model
Tacit to Tacit Knowledge creation and sourcing Tacit to Explicit Knowledge compilation and transformation
Socialisation
Individual knowledge
Explicit to Tacit Knowledge application & value realization
Externalization
Individual & group knowledge
Explicit to Explicit Knowledge dissemination
Internalization
Individual, group, company knowledge
Combination
Group & company knowledge
