Department of Management Sciences, National University of Modern
Languages
Assignment #02
Submitted by:
Shahraz Mushadi
Roll NO: 31466
Subject: KM
Submitted to: Mam Rabia
Class: MBA (3.5)4th Evening
Date: 05-05-2020
Content
Explain the phases of knowledge development with the help of
figure?
Apply the five Ps of knowledge management to different work
contexts?
Explain the phases of knowledge development with the help of
figure?
Knowledge is an unusual element of the business world, in that the more it is
used, the better it becomes. The ability to distribute and duplicate knowledge
across a range of people is the key to its value and versatility in organizations. It
can reduce the time taken to learn new competencies and insights, and save
significant costs in lost opportunities. People develop knowledge as an ongoing
process through their work.
These following are the five stages of organizational knowledge development:
1. Knowledge Sourcing
2. Knowledge Abstraction
3. Knowledge Conversion
4. Knowledge Diffusion
5. Knowledge Development and Refinement
1. Knowledge Sourcing
The identification of a knowledge gap between what is known and what needs to
be known is often the stimulus for starting the knowledge creation process. In
response to the identification of a knowledge gap, the organization commonly
reviews existing sources of guidance held by individuals or other organizational
resources. This process of drawing together as many informed knowledge sources
as possible is called Knowledge Sourcing.
Knowledge sourcing is an important stage of knowledge creation. The richness
and accessibility of the available and known sources greatly influence the
outcomes.
For example, if an organization wanted to introduce a new customer marketing
scheme, appropriate sources of guidance might include:
Marketing experts
Customer feedback
Data relating to previous schemes and their success
Published literature etc.
2. Knowledge Abstraction
After analyzing the knowledge sources, general principles and concepts are
generated to guide the construction of the new knowledge. This process is called
knowledge abstraction. Knowledge abstraction helps to frame the insights gained
from knowledge sourcing and to extrapolate new knowledge from the basic
guidelines and issues that have emerged. Where the knowledge seekers are highly
expert, they will rely heavily on their own knowledge, with other sources simply
validating or enriching that knowledge. Less experienced seekers will rely more
heavily on external sources.
3. Knowledge Conversion
Knowledge conversion describes the phase during which the various ideas and
principles are refined into a specific outcome. Knowledge can be either codified or
embodied.
Codified knowledge is knowledge that can be recorded and accessed by others as
required. It can be developed into artefacts, such as models, equations and
guidelines.
Embodied Knowledge is the tacit knowledge of individuals. It can be shared
through stories, metaphors or personal advice as required. It is more difficult to
access without ongoing engagement with the knowledge creators.
4. Knowledge diffusion
Knowledge diffusion is the spread of knowledge once it is codified or embodied. In
organizational settings, diffusion can occur through communication media,
modelling of new practices, and demonstrations or coaching in specialized
procedures. The sources of diffusion depend on the level of previous knowledge
held by the audience and the effectiveness of the channels available to share the
knowledge.
Diffusion occurs best when the recipients can understand and integrate the
insights into their own mental construct.
5. Knowledge development and refinement
Knowledge is regularly reshaped and further tested through additional experience
and feedback. The process of Knowledge development and refinement is one of
the key features of knowledge management, ensuring the knowledge remains
current and useful. However, this also places more challenges on organizations
that seek to capture and hold knowledge for use by others; such organizations
need to ensure that the created knowledge is constantly reviewed and updated to
reflect any new understanding that has been occurred.
The five stage model of knowledge creation reflects a concern for careful, and
testing of options.
Apply the five Ps of knowledge management to different work
contexts?
Knowledge management is the systematic management of an organization's
knowledge assets for the purpose of creating value and meeting tactical &
strategic requirements; it consists of the initiatives, processes, strategies, and
systems that sustain and enhance the storage, assessment, sharing, refinement,
and creation of knowledge.
Knowledge management is a complex process of social change and systemic
development. It relies on the alignment of five key systems to achive full
intergration into the organizational setting. These are called five Ps:
1. Planning
2. People
3. Process
4. Product
5. Performace
1. Planning
Strategic knowledge management requires comprehensive planning. Planning
should clarify the knowledge goals and establish effective values and processes to
support those directions. Long- and short-term goals need to be clearly defined.
Planning for technological infrastructure should also reflect knowledge
management goals so that can be effectively implemented.
Planning processes take time and perseverance, requiring careful consideration of
the whole knowledge context. They also need ongoing monitoring and
measurement to ensure the planned strategies were successfully implemented.
2. People
Strategic knowledge management is the recognition that strategic knowledge
relies on people. People have the knowledge. They manage the systems and
processes. Their commitment to the strategic knowledge process is important to
its overall success. They need to be convinced that knowledge management is a
valuable strategic initiative.
A sharing culture which encourages knowledge diffusion can be developed
through effective knowledge hubs, networks, CoPs and other social community
strategies. Participants need to be convinced that there are social, economic and
logistic benefits from their knowledge partnership.
3. Processes
Knowledge management principles need to be put into practice via effective
workplace practices. The alignment of strategy, principles processes and practices
needs to be carefully managed to ensure that knowledge management principles
do not fracture when implemented. It needs to be recognized that messages
about what is important may be perceived differently across the organization.
Employees will consider the rhetoric and the reality of consequences when
determining how they should work and interact. If there is little tangible
commitment to knowledge principles, they will ignore the public messages in
favor of the local reality.
4. Products
Each organization build its own knowledge outputs or products. These may be
provided to clients, or exist as internally shared knowledge objects. A focus on
core knowledge helps to identify the range of knowledge products which should
be cultivated, encouraging their definition, capture, management and
distribution.
Sources of embodied knowledge should be captured and distributed in an efficient
and timely manner, so that it is readily accessible by would-be users. The
identification and encouragement of knowledge object sharing should be carefully
planned, as the goal is to ensure that all valuable knowledge is preserved and
accessed and long- and short-term requirements are met.
5. Performance
Knowledge management needs to be regularly reviewed to ensure that the
financial and social investment is positively influencing the intellectual and social
capital of the organization. Any organization must ensure it balances long- and
short-term priorities to enable effective financial management and development
for the future. Most companies continually battle to find the best solutions for
achieving efficient and cost-effective but innovative approaches to their business
challenges. Many businesses recognize that there are various ways inefficiencies
thrive and undermine the effective development of better processes.
