Knowledge Cafe

On 5th week Friday, in our university a knowledge café was organized. It’s my first knowledge café and really experience was too good. In our class, our professors Mr.Aboubaker A. Moteleb and Mr. Mark Woodman explained how knowledge café was going on and also gave example of Gurteen knowledge café. So basically knowledge café is one kind of activity for a group of people to have an open, creative conversation on a topic which has been given to gain more clear understanding of the subject and the issues involved by expressing your ideas and also gaining others’ view about that particular topic.

Knowledge cafes involve a group of people sitting into smaller round table groups of 5-6 people, in order to engage in discussion on a specific topic, as you can see it in right hand side picture.

After a predetermined amount of time like as we had been given 1 minute, all but one of the participants at each table will move to a new table and discusses about that given topic. One person from each group writes crucial points about the topic from discussion. Then choose most important 3 points and explain why they are necessary. As in our knowledge café our professors gave us the topic that gives most 3 worst things without knowledge management in organization learning reversing. So according to our group (group 4) we gave most 3 worst things are: 1) No information flow (communication flow)
2) No improvement or performance
3) No systems or Tools
According to Group 1 the most 3 worst things are:
1) No communication between people
2) Not allow people to explain their ideas
3) No documentation of procedures at all
According to Group 2,
1) No communication strategy
· Intranets
· Internet
2) No learning and development
3) No identification of required knowledge
And according to last group which is Group 3,
1) No socialization
2) No systems ( No storage documentation)
3) No training and development
So, all groups thought that no communication is one of the worst things without knowledge management.
So my point of view, 3 worst things are:
1) No Information Flow(community flow)
If KM is not there then information does not flow from one person to another person in terms of communication. As people do not share their ideas with others by thinking that whatever they think is crucial in case of urgent.
2) No improvement
If KM does not exist means knowledge is not shared then there is not proper management of knowledge of individuals which can be helpful to improve the business of organization.
3) No systems or tools
Knowledge is not shared and KM is not existed then systems and tools in which KM is required are worthless.
So according to me, knowledge café is a very good idea to share your ideas with others. And you can gain knowledge through listen to others, learn from them and understand the ideas. From knowledge café you can create some new, wonderful ideas which are worthwhile for your organization to improve business.

References

http://en.wikipedia.org/wiki/Knowledge_Cafe

http://www.gurteen.com/gurteen/gurteen.nsf/id/kcafes

Knowledge Management Model

SECI Model(Nonaka and Takuchi)

Knowledge Management has been one of the more often used concepts and it has been defined in many different ways. Here I give some brief ideas about well-know SECI (Nonaka and Takeuchi) model. Although, this model does not present the same concepts, its terminology is similar and it depends on the context of each one.

Figure 1.1 The SECI Model (Nonaka and Takeuchi 1995)
(Source: http://www.12manage.com/methods_nonaka_seci.html)

According to above model, the organizational knowledge creation process is based on a basic structure that contains two dimensions: epistemological and ontological. The epistemological dimension shows that only individuals create knowledge. Therefore, organizational knowledge creation should be understood as a process that organizationally amplifies the knowledge created by individuals and gives a proper form to it. The ontological dimension relates to the interaction between tacit and explicit knowledge.

This model consists of 3 elements: SECI, Ba, and Knowledge Assets. These elements interact with each other organically and dynamically. Knowledge assets are transferred and shared in Ba whereas tacit knowledge of individuals is converted and becomes more powerful by the spiral of knowledge through: Socialization, Externalization, Combination and Internalization.
Socialization is the process that transfers tacit knowledge from one person to tacit knowledge in another person face-to-face or through sharing their experience. Externalization is the process for making tacit knowledge explicit among individuals within a group. Combination refers to the knowledge transfer once knowledge is explicit. Internalization is the process of understanding and absorbing explicit knowledge into tacit knowledge held by the individual.

Critical Analysis
According to my point of view,Nonaka and Takeuchi model (1995) is criticized, firstly because it is based too much on informal and tacit knowledge in their KM framework rather than take into account the importance of controversies and conflicts in knowledge creation. Secondly, in their model knowledge is possessed by individuals and shared between individuals instead of seeing knowledge as participative and as emerging out. Finally, their process-based view suggests that knowledge is transferred from tacit to explicit directly, it's too deterministic.
Adler (1995) also argued that this model suffered from too static a contrast between tacit and explicit knowledge which he felt was inadequate for a dynamic model of tacit-explicit knowledge inter-relatedness (Adler 1995: 110-111). Engeström noted Nonaka and Takeuchi’s accounts suggest teams took as given the problem 2 to be worked on. His research, however, led him to conclude that formulating, analyzing and systematically locating the problem are key innovation processes (Engeström, 1999: 380, 388-90).

For example, I worked as an IT consultant in PC-CLINIC, INDIA. So as IT Consultant, I had to monitor all processes which were going in my company, even daily talked to every department about their work progress. And when meeting was arranged for improving the performance of our company business, we came to the main decision after listen each and every persons' opinion and chose best solution from them by gathering all information and store them then refining them and out of them chose best one for improve business productivity. So for this Nonaka and Takeuchi model in which they mentioned knowledge would be transfered from tacit-to-tacit and storage is not needed, not sufficient.Yes that is true for individuals like if I have to share my ideas with my friend there storage is not required but for proper management of organization it should be there.

According to my other colleagues, Nonaka and Takeuchi model is based on Japanese organizations,which is rely on tacit knowledge.and Employees are often with a company for life.So from my point of view from above discussion, for proper management of your organization, there should be storage to merge information,and then refining them and after that make usable for organization.

References

http://www.12manage.com/methods_nonaka_seci.html

http://www.providersedge.com/docs/km_articles/Knowledge_Processes-An_Overview%20_of_Principal_Models.pdf

http://www.helsinki.fi/science/networkedlearning/texts/paavola_et_al_2002.pdf

Engeström, Y. (1999) Innovative learning in work teams: Analyzing cycles of knowledge creation in practice. In Y. Engeström, R. Miettinen & R.-L-. Punamäki (Eds.), Perspectives on activity theory, (pp. 377-404). Cambridge: Cambridge University Press,.

Innovation in the Making By Lotte Darsø 2001

Challenges And Issues in Knowledge Management By Anthony F. Buono, Flemming Poulfelt 2005

http://www.uku.fi/tike/actad/ecscw2003-at/hyotylainen/

Adler, P.S. (1995). ‘Comment on I. Nonaka. Managing innovation as an organizational
knowledge creation process’. In Allouche, J. and Pogorel, G. (Eds), Technology management
and corporate strategies: a tricontinental perspective. Amsterdam: Elsevier, pp 110-124.

Social Networks and Community of Practice

Social Networks
The big buzzword these days is "social network" .Nowadays everywhere like on TV channels, in groups etc., you can hear about this buzzword-- but what is a social network?

Figure 4.1 Social networks

(Source: http://www.whatissocialnetworking.com/)

Social networking is the grouping of individuals into specific groups. Although social networking is possible in person, especially in schools, colleges or in the workplace, it is most popular online. This is because the internet has millions of individuals who are looking to meet other internet users and develop friendships and business relationships, too which are not seen in schools, colleges or in workplaces as compare to internet. .
Social networking websites function like an online community of internet users. Many of these online community members share a common interest such as hobbies, religion, or politics like MySpace, Facebook, Orkut, Bebo, flickr, myBigz etc.

Bebo's Sarah Gavin(2006) says: "It's really powerful. I think it's the first time that individuals have got the power. We've got authors up there publicizing their books. If they're just starting out as a film producer they have the opportunity to get their content up on the site and go out to the general public to see what they actually think about it. It's a hugely powerful medium and people are just starting to grasp how effective that can be."(Source: Rise of the web's social network By Marc Cieslak Reporter, BBC Click Saturday, 30 September 2006, 21:47 GMT 22:47 UK ) Yes I also agree with Sarah that an organization’s ability to realize its full operational potential is dependent on the strength of the relationships between its employees. Social-network analysis can be used to collate and analyze the patterns of relationships that exist at business level and also achieve its goals.

For example, Social network like MyBigz helps you find new perspective clients as well as helping you keep connected with current clients all though their social networking site. Because you and your clients are members of this network, so you can instantly connect with them to let them know about sales, upcoming events, new products, product upgrades. To find new clients and to be in contact with all clients is not easy.
Another social-network like MySpace,which is a very popular social network site. Besides offering user blogs and message boards, MySpace has a specific section where nonprofits can place job listings for free and also announcing upcoming events, you can also post videos and through this make a good platform for exposing your nonprofits film which attracts to larger audience.

I found one more definition from my colleague's blog about social network. According to him, A social network focuses on establishing and online communities for people who share interests and activities. The social network will introduce people who are interested in exploring the interests and activity of others. My point of view, it's not necessary that social network establishes only online. It can be possible between persons in schools, colleges and at workplaces, but yes it's very popular online.

Community Of Practice

Communities of Practice are formed by people who are engaged in collective learning in a shared domain of human endeavor. These people share a concern or a passion for something they do and lean how to do it better as they interact on a regular basis.

According to Gurteen,“A Community of Practice (CoP) is defined as an informal network of people engaged in a particular profession, occupation, or job function who actively seek to work more effectively and to understand their work more fully. “ (Source: gurteen website)

Because of Community of practice members of organization enable to learn from other members through sharing of different issues, lessons learned, problems and their solutions, innovative things and also about their interest and even quickly. Individual knowledge and collective knowledge should support each other which helps to improve performance goals, increase of understanding, better management. And that is also the fact that knowledge is expanded through discussion (Bielaczyc & Collins, 1999). It also helps to generate tangible,measurable and benefits to the organization.

For example, computer engineering students working at a company as interns, with community of practice the interns manipulated and interacted with knowledge before completely understanding the processes involved and increased their knowledge via experience.

According to my one colleague, Community of Practice is one group whose members regularly engage in sharing and learning, based on their common interests or goals, to share what they know from one another regarding some aspects of their work and experience. As I mentioned earlier this same concept about Community of Practice.

References

http://personalweb.about.com/od/myspacecom/a/whatismyspace.htm

InsideKnowledge(the original knowledge-management publication) posted 8 May 2003 in Volume 6 Issue 8

http://www.techsoup.org/learningcenter/internet/page5504.cfm

http://www.whatissocialnetworking.com/

Bielaczyc, K., & Collins, A. (1999). Learning communities in classrooms: a reconceptualization of educational practice. In: C. Reigeluth (Ed.), Instructional-design theories and models. A new paradigm of instructional theory, (vol. 2, pp. 269–292). Mahwah, NJ: Lawrence Erlbaum Associates.

Wick, C. (2000). Knowledge management and leadership opportunities for technical communicators. Technical Communication, 47 (4), 515–529.

Winsor, D. (2001). Learning to do knowledge work in systems of distributed cognition. Journal of Business and Technical Communication, 15 (1), 5–28.

Data, Information and Knowledge

As I entered in Knowledge Management I quickly found there didn't seem to be a lot of sources that seemed to make sense in terms of defining what knowledge actually was, and how was it differentiated from data, information. What follows is the current level of understanding I have been able to make together regarding data, information, knowledge, and wisdom. I figured to understand one of them I had to understand all of them.

The content of this system can be assumed the following chain of action:
Data: It comes in the form of raw observations and measurements. Data is anything. A text is a piece of data. In fact, letters and characters, any alphabet like digits, special characters and even pictures, figures, recorded sounds and animation are examples of data.

Fig 3.1 From data to information to knowledge
(Source:http://searchdatamanagement.techtarget.com/generic/0,295582,sid91_gci1283796,00.html)

Information: when contexts have been put between data, I meant to say that when you give meaning to the data by way of relational connection data becomes information.

Knowledge: Information emerges into knowledge when information is given meaning by interpreting it adding some skills and own experience, reasoning and reflection. There is considerable confusion between the terms 'information' and 'knowledge'. It is helpful to think of knowledge as being of two types:
Explicit or generally available knowledge: This is knowledge that has been captured and used to develop strategies and operating procedures for organization.
Tacit or hidden knowledge: Within the organization there are certain people who hold specific knowledge which is called tacit knowledge.
Clearly, both types of knowledge are essential for the organization. Information on its own will not create a knowledge-based organization but it is a key building block. The right information fuels the development of intellectual capital which in turns drives innovation and performance improvement.

According to Russell Ackoff(1989) also, data is raw. It simply exists and has no significance beyond its existence. Information is data that has been given meaning by way of relational connection. Knowledge is the appropriate collection of information, such that it's intent is to be useful by proper understanding and wisdom. Stenmark [2002: chap. 3] says: It has often been pointed out that data, information, and knowledge are not the same.Especially the terms knowledge and information are often used interchangeably, but these two are far from identical. Davenport and Prusack's say [1998, p. 1]: "Knowledge is neither data nor information, though it is related to both, and the differences between these terms are often a matter of degree." Davenport and Prusak state that: “Data is a set of discrete, objective facts about events…Data describes only a part of what happened; it provides no judgment or interpretation and no sustainable basis of action…Data says nothing about its own importance or relevance.” According to Davenport and Prusak, however, data turns into information as soon as it is given meaning. Information must inform: “it’s data that makes a difference…Unlike data, information has meaning …Data becomes information when its creator adds meaning” . Davenport and Prusak maintain that “knowledge derives from information as information derives from data” . (Source: Davenport, T.H. and L.Prusak [1998] Working Knowledge: How Organizations Manage What They Know. Boston: Harvard Business School Press)

For example, suppose a person named K, who does not know anything about French language, sees a text with 2 columns. In the first line, there are some texts; in the subsequent lines, there are in the left column some texts, and in the right column some 2-digit numbers like -2, 12, etc. K doesn't have the idea what the whole text represents, that is, for her it is simple data. Now, suppose a French person explains to K that the texts in the first line mean "City" and "Temperature", and explains what city names are represented in the first column, like Paris, and tells K that the table represents the average temperature of the previous day in those cities. Now K understands what the table means: she merges the data from the table as information and can get ideas how cold or warm it was in Paris. In this sense, if someone reads a manual, e.g. a guide book about French language, she acquires information about French language but no knowledge about it. In the case of knowledge, it does not depend just on a personal interpretation, as with information, because it requires a personal experience, some skills with the object of knowledge. But after learning this language and understand it properly with doing exercise and gaining, she can tell that what has been written in the table with her own skills, experience about this language and interpreting the information then it becomes knowledge for her.

However, other of my class groups argued that knowledge can be at every stage. According to their point of view data can be knowledge, information can be knowledge. They describe that by following figure:

Figure 3.2 knowledge can be data, information

There is still debate on the difference between the above three terms (data, information and knowledge).Such many people are using the words interchangeably. What is data to one person is information to someone else. Same for information and knowledge, what is information may be knowledge for someone else. According to me, these words are different, they mean different things. And the most important is what matters are the concepts and your ability to use data to build meaningful information and knowledge.

References
http://media.techtarget.com/searchDataManagement/downloads/Making_sense_of_data_and_information.pdf

http://www.systems-thinking.org/dikw/dikw.htm cited by Ackoff, R. L., "From Data to Wisdom", Journal of Applies Systems Analysis, Volume 16, 1989 .

Nikhil Sharma, School Of Information, University of Michigan, Ann Arbor,The Origin of the Data Information Knowledge Wisdom Hierarchy(http://www-%20personal.si.umich.edu/~nsharma/dikw_origin.htm)

http://knowmgt.blogspot.com/2007/07/difference-between-data-information.html

Stenmark, D. [2002]. "Information vs. Knowledge: The Role of Intranets in Knowledge Management". In Proceedings of HICSS-35, IEEE Press, Hawaii, January 7-10, 2002. Available at http://w3.informatik.gu.se/~dixi/km/.

http://choo.fis.utoronto.ca/KMfaq/