1. KNOWLEDGE
TRANSFER
Week 4 – July 12 2010

2. Last week
 Horse trotting
 Explaining Tacit and explicit Knowledge
 Baking Apple Cake
 Changing Flat Tyre
 Installing windows
 Database
 Exercising the right way
 Banana juice
 Making Doughnut
 Playing badminton

3. Explicit Knowledge
•Easily written down or codified.
•Easy to articulate and communicate
•Easier to transfer between individuals and organizations.
•Explicit knowledge resides in formulate, textbooks or technical
documents.

4. Explicit Knowledge
•Can easily be transmitted or shared using IT tools.
•IT plays an important role to maintain explicit knowledge.
•Explicit knowledge alone can't create a learning organization.

5. Tacit knowledge
‘‘we know more than we can
tell’’
Tacit knowledge is that which is very difficult to
describe or express.

6. Tacit knowledge
Riding It is the knowledge which is usually
transferred by demonstration, rather than
description, and encompasses such things
as skills.
In contrast to explicit knowledge, tacit
knowledge cannot be explicated fully even
by an expert. It is transferred from one
person to another only through a long
process of apprenticeship (Polanyi, 1966).
Business plan
Choosing the right deal Tacit knowledge is work-related practical
know how that is learned informally on
the job (Wagner and Sternberg, 1987).

7. Baking
Which one is tacit knowledge, which one is explicit knowledge?
Which of these chefs that you would go for train

8. List down the explicit knowledge and
tacit knowledge that you can think of
http://www.youtube.com/watch?v=b9bOIqF7Jag

9. Knowledge conversion
Conversion = Exchange, adaptation, translation
 In each case, an individual’s personal
knowledge is transformed into
organizational knowledge, which
expands through the organization and
is valuable to the company as a
whole.
 Making personal knowledge available
to others should be the central activity
of the knowledge and innovation
creating company. It takes place
continuously and at all levels of the
organization.
 Through these interactions an
organization creates a knowledge
process, called knowledge
conversion.

10. SECI Model
knowledge
conversion
Change
Adapt
The SECI model is a
best approach to
describe the way
knowledge is
generated,
transferred re-
created in an
organization.

11. SECI Model: Socialization
interaction discussing
observing
analyzing

12. SECI Model: Socialization
Customer
Supplier
Internal:
Organization
External:
Customer, supplier, stake
holders
Stake holders

13. SECI Model: Externalization

14. SECI Model: Externalization
managers Young team ideas
automobile
evolution
Inexpensive
Not cheap
Proposal of new car

15. SECI Model: Combination
•Combining explicit knowledge Annual financial
•Transform into another form report

16. SECI Model: Internalization
•Training
•Reading documents
•Creating documents
•Blogging
Learning by doing

17. SECI Model
• Face to face
• Storytelling
• Blog • SOP
• Yahoo groups • Reports
• CoP • Post mortem
• Knowledge fair • Video
• K-space
• Mentoring
• Training
• Reading
• Practicing • Database
• Searching • Report
• Revision • Portal
•Blogging

18. SECI Model: Hopscotch
•Make a group that consist of 4 students in
•a group
•Watch the lecturer
•Play the game
•Reflect back the experience that you
have gone through based on SECI model
•Explain in class
•Upload it in your edublog
30 minutes

19. SECI Model: 7 stones
tacit tacit
Teach
/demonstrate explicit
tacit your friends
Video shows of
7 stones
how to play
socialization externalization
Write down the
Practice + 7
stones
steps from explicit
video
tacit
internalization combination
explicit explicit

20. SECI model
Knowledge Knowledge
conversion transfer
Knowledge
generation

21. • Face to face
• Storytelling
SECI model • SOP
• Blog • Reports
• Yahoo groups • Post mortem
• CoP • Video
• Knowledge fair
• K-space
• Mentoring
• Training
• Reading • Database
• Practicing • Report
• Searching • Portal
• Revision
•Blogging

22. Knowledge Transfer
 The ability of the organization to transfer knowledge – Critical
factor in KM
 Key dimension of a learning organization
 Learning occurs when:
 knowledge in one part of an organization is transferred effectively to
other parts and used to solve problems
Knowledge is
transferred

23. Strategies of Knowledge Transfer
• Transferring Explicit & Transferring Tacit Knowledge
• Method of knowledge transfer
• Best Practice
• Communities of Practices
• “Water cooler” and “Talk rooms”
• Knowledge Fairs and Open Forums
• Mentoring
• Electronic technologies

24. Strategies of Knowledge Transfer
Best Practices
 To identify a documented way of achieving a specific results under specific
circumstances in an effective way.
 It is a concept based on lessons learned by one group that are passed on to other
groups.
 In this way an individual or organization can focus on performance of the task
rather than first determining the best way to accomplish the task.
 This can save both time and money.
 Can facilitate a more consistent set of results.

25. Strategies of Knowledge Transfer
Best Practices
 Minimize the “silo thinking” in the
organization
 This is a metaphor drawn from the
large grain silos that one sees
throughout the US Midwest.
 Teams within an organization stand alone
 Each silo may be operating quite
effectively in their own right
 But they don’t work together to create an
optimal performance for the organization

26. Strategies of Knowledge Transfer
Community of practice
A network of individuals with common problems or
interests who get together to:
 Explore ways of working
 Identify common solutions
 Share good practice and ideas
Learning is social and comes largely from of
our experience of participating in daily life

27. Community of practice: The
Strategies of Knowledge Transfer
characteristics
The practice.
'Members of a
community of practice
are practitioners. They
develop a shared
repertoire of resources:
experiences, stories,
tools, ways of addressing
recurring problems—in
short a shared practice.
This takes time and
sustained interaction'
The domain. The community.
A community of practice is something more than a club of
'In pursuing their interest in their domain,
friends or a network of connections between people. 'It has an
identity defined by a shared domain of interest. Membership members engage in joint activities and
therefore implies a commitment to the domain, and therefore a discussions, help each other, and share
shared competence that distinguishes members from other information. They build relationships that
people enable them to learn from each other’.

28. The Characteristics Of Communities Of
Practice
 A community of practice is different from a community of interest or a
geographical community in that it involves a shared practice. Communities of
practice are formed by people who engage in a process of collective learning in a
shared domain of human endeavor:
o A tribe learning to survive
o A band of artists seeking new forms of expression
o A group of engineers working on similar problems
o A clique of pupils defining their identity in the school
o A network of surgeons exploring novel techniques
o A gathering of first-time managers helping
each other cope.

29. Water Cooler
 Water cooler
a metaphor for the different ‘talk spaces’ where staff can meet and
talk informally
 Dedicated talk spaces
 Smart office layout
Smart
office
layout

30. Knowledge Fairs
 An event designed to showcase information about a topic
 Using speakers, demonstrations, or booths
 Displaying information of interest to the attendees
 Eg. Pasar Ilmu# 1-8

31. Mentoring
 Mentoring is a developmental partnership through which one person shares
knowledge, skills, information, and perspective to foster the personal and
professional growth of someone else.
 "a trusted counselor or guide.“
 A mentor is an individual, usually older, always more experienced, who helps
and guides another individual’s development.

32. Mentoring
 Mentoring can be delivered:
 One-on-one, typically with a more senior person mentoring a less senior
individual, or in small teams.
 In teams consisting of peers with different backgrounds and skills
mentoring each other or a small group matched with a more senior
person. Peer mentoring teams are effective since they are based on the
concept of mutual benefit; participants receive support and advice as
they provide support and advice for others.

33. Electronic Technologies
• Built to support knowledge management applications
• Fact:
– There is no single technology that is a cure-all for managing
knowledge
– Know which one to select and deploy for the right situation

34. KM Toolkit (Amrit Tiwana )
Intranet
Digital
whiteboard Web
conferencing
KM
Data
warehouse
Groupware
A data warehouse is a central
repository for all or significant
•Collaborative software parts of the data that an
Email
•To facilitate the work of groups. enterprise's various business
•May be used to communicate, systems collect.
cooperate, coordinate, solve
problems, compete, or
negotiate.

35. Benefits of Electronic Technology
Innovation
Generation of new ideas
Productivity
Shortening the cycle times in responding to problems and questions
Competency
The tools will facilitate on-line training and exchange of information
Responsiveness
The tools will enable Just-In-Time (JIT) information, thus ensuring
quick response

36. The Culture of Knowledge Transfer
Lack of trust
Build relationships and trust through face-to-face meetings
Different cultures and vocabularies
Create common ground through education, discussion,
publications, teaming, job rotation
Lack of time and meeting places
Establish times and places for knowledge transfers: fairs, talk
rooms, conference reports
Status and rewards go to knowledge owners
Evaluate performance and provide incentives based on sharing

37. Thank you for listening
Please choose one of this topic, prepare are 10 slides of the topic. Must include,
and example
1. Serial transfer
2. Near transfer
3. Far transfer
4. Strategic transfer
5. Expert transfer