Knowledge Management
Cycle
Instructor:
Miss Qurat Ul Ain
Presenters
Muhammad Awias
Ammar Haider
Zain Abbas
Muheem Baloch
Mehdi Hassan
knowledge management cycle
• The Knowledge Management (KM) Cycle is a continuous process that
enables organizations to identify, create, store, share, and utilize
knowledge to achieve their objectives.
• KM Cycle Phases
1. Identify: Recognize knowledge needs and gaps.
2. Create: Generate new knowledge through research, innovation, or
expertise.
KM Cycle Phases
• 3. Capture:
Document and store knowledge in a retrievable format.
• 4. Organize:
Structure and categorize knowledge for easy access.
• 5. Share:
Disseminate knowledge through various channels
• 6. Use:
Apply knowledge to improve performance, solve problems, or make
decisions.
KM Cycle Phases
• 7. Evaluate:
Assess knowledge effectiveness and identify areas
for improvement.
• 8. Refine:
Update and refine knowledge based on feedback and
lessons learned.
KM Cycle Sub-Processes:
KM Cycle Sub-Processes are the specific activities that occur within each phase
of the Knowledge Management (KM) Cycle.
1. Knowledge Acquisition
2. Knowledge Codification
3. Knowledge Sharing
4. Knowledge Application
5. Knowledge Storage
6. Knowledge Retrieval
7. Knowledge Update
8. Knowledge Dissemination
KM Cycle Benefits:
1. Improved decision-making
2. Enhanced innovation
3. Increased productivity
4. Better collaboration
5. Reduced knowledge loss
6. Improved customer service
7. Competitive advantage
8. Organizational learning
what Is Sense Model
• The sense-making model in Knowledge Management was
proposed by
• Chun Wei Choo,
• a scholar in information management, in 1998. Choo's
model is focused on how organizations make sense of
information, make decisions, and build knowledge to
adapt and thrive in a complex, uncertain environment.
Sense-Making: Organizations interpret and give meaning to
the information they receive.
Knowledge Creation: Organizations use their understanding
to create new knowledge.
Decision Making: Organizations apply this knowledge in
decision-making processes. Choo's work emphasizes that
knowledge management is not just about collecting data but
also involves understanding how people interpret and use
information.
Sense
1. S - Sense making: Interpret and understand knowledge
in context.
2. E - Encode: Capture and document knowledge
3. N - Normalize: Standardize and organize knowledge.
4. S - Share: Disseminate knowledge across the
organization.
5. E - Embody: Embed knowledge in processes and
practices.
Von Krogh and Roos Model
• The Von Krogh and Roos model of organizational epistemology
(1995) is the first model that precisely differentiates between
individual knowledge and social knowledge. In their
organizational model, knowledge is to be found both in the mind of
the people and in the links between them.
• Cognitive Organizational: As a self-organizing system , from the
outside , Use this information to build our mental models.
The connectionist approach
• KM emphasizes the importance of relationships,
networks, and connections among individuals, teams,
and organizations in creating, sharing, and utilizing
knowledge.
• The connectionist approach is well suited to KM
because the linkage between knowledge and those who
use the knowledge is viewed as an unbreakable bond.
Von Krogh and Roos Model of Cognitive
Organizational:
Von Krogh and Roos examined the nature of knowledge
management from the perspective of:
1 .Employees 2. Communication 3. Organizational
structure
[Link] between members [Link] of human
resources
These five factors should be addressed carefully which can prevent from
generating problems in knowledge management strategies.
• If the employees are not perceiving the knowledge as being an
important part of the company, the effects will be seen in
their quality of work.
• If there is no common language to express new knowledge,
keeping this new knowledge will be very difficult.
• In the case where members of the organization are not
willing to share their experiences, it will be extremely difficult
to generate social collective knowledge.
• Companies should use elements which activates knowledge by
the stimulation of the employees.
This model clearly distinguishes between individual knowledge and
social knowledge following an epistemological point of view
regarding knowledge management. In this model, the following
aspects should by analyzed:
• Why and how the knowledge gets to the employees of a company
• Why and how the knowledge reaches the organization
• What does it mean knowledge for the employee/organization?
• What are the barriers for organizational knowledge management?
Nonaka’s Model of Knowledge
Creation and Transformation
Nonaka (1995) coined the terms tacit knowledge and explicit
knowledge as two type of human knowledge.
Personal knowledge can become organizational knowledge
through the dynamic interaction between tacit knowledge and
explicit knowledge. This dynamic process is the essence of
knowledge creation in an organization.
This interaction between the two types of knowledge brings about
the four modes of knowledge conversion.
four modes of knowledge
conversion.
• Socialization (from individual tacit knowledge to group
tacit knowledge)
• Externalization (from tacit knowledge to explicit
knowledge)
• Combination (from separate explicit knowledge to
systemic explicit knowledge)
• Internalization (from explicit knowledge to tacit
knowledge)
Tacit and Explicit Knowledge
Socialization:
Socialization is a process of creating common tacit knowledge through
shared experiences. In socialization, a field of interaction is built where
individuals share their experiences and space at the same time
In socialization, the tacit knowledge of one person is shared and transmitted
to another person and it becomes part of the other person’s tacit knowledge.
Externalization:
Externalization is a process of articulating tacit knowledge into such explicit
knowledge as concepts and/or diagrams.
This mode is triggered by a dialogue intended to create concepts from
tacit knowledge.
Combination: Combination is a process of assembling new and
existing explicit knowledge into a systemic knowledge.
For example a researcher can assemble an array of previously
existing explicit knowledge in order to prepare a new set of
specifications for a prototype of a new product. Or an
engineer can combine available drawings and design
specifications to produce a new process design or equipment.
Internalization:
Internalization is a process of embodying explicit knowledge into tacit
knowledge or an individual’s know-how or operational knowledge.
For example this is “learning by doing or using.” Explicit knowledge that is
available as text, sound, or video facilitates the internalization process. The
use of operating manuals for various machines or equipment is a very
important example of explicit knowledge that is used for internalization. The
instructions are learned and become part of the person’s tacit knowledge.