Capturing Knowledge: Adding Value to an Organization
•Download as PPT, PDF•
5 likes•8,419 views
Describes four levels of knowledge capture: eliciting from individuals, harvesting from communities, gathering from networks, and exploring cyberspace.
![A Definition… ,[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to Capturing Knowledge: Adding Value to an Organization
Similar to Capturing Knowledge: Adding Value to an Organization (20)
More from Integrated Knowledge Services
More from Integrated Knowledge Services (20)
Recently uploaded
Recently uploaded (20)
Capturing Knowledge: Adding Value to an Organization
- 1. Albert Simard Knowledge Manager Defence R&D Canada Conference Board of Canada Public Sector Social Media 2011 March 29-30, 2011; Ottawa, ON Capturing Knowledge: Adding Value to an Organization
- 3. The Big Picture Knowledge Assets Knowledge Sharing Knowledge Work Knowledge Transfer Knowledge Infrastructure Create Discover Experiment Analysis Synthesis Write Draw n ew knowledge Acquire Purchase License Exchange Reengineer Collect Capture External sources existing knowledge
- 15. Eliciting Example NRCAN - Canadian Forest Service Individuals
- 22. Harvesting Example DRDC - Centre for Security Science Communities
- 28. Gathering Methods Network members bring it into the organization Communities validate it Networks
Editor's Notes
- These are some examples of tacit knowledge. Tacit knowledge is difficult to quantify, capture, and preserve. Tacit knowledge is critical to an organization, however, because people must use what they know to create and use knowledge and the ability to create and use knowledge may be the only sustainable competitive advantage.
- Knowledge preservation begins by capturing knowledge – a 1 st generation KM activity. Let’s put that in a business context. The Canadian Forest Service had a problem of not being able to find previously written briefing notes (sound familiar?). An Intranet database was developed to capture and share approved briefing notes. (1 st image) Approved briefing notes are entered by an administrative assistant through their desktop browser. This is a cut-and-paste process, with the addition of metadata, such as author, keywords, and document identifiers. It takes about 5 minutes to enter a document (2 nd image) Once entered, anyone can search the database, using a dozen categories, such as subject, date, location, or author. This results in a list of briefing notes that match the search criteria. (3 rd image) Clicking on any note results in a PDF copy on letterhead or a text document that can be copied into a new document. This saves a lot of time when preparing updates. The database archives all approved briefing notes in one place. It is used to quickly get up to speed on a new subject, determine the department’s position on an issue, and provide reports on work accomplishments. The bottom line is that to succeed, knowledge isn’t captured because it’s a good thing to do; it’s captured because there’s a business need.
- This is the Major Events Coordinated Security Solutions project management site. It was used as a prototype and is more advanced than most of the community sites.
- The key question is: if a department participates in a social network, how does it “capture value” from commonly held external intellectual property? The answer, in a few words, is to bring it inside the organization. The common property has to be stabilized. A report, policy, or regulation cannot change once it is formalized. Internal value has to be added by ensuring that it works. For example, in policy, all stakeholder concerns must be addressed; in business, an innovation must be producible and marketable. A key implication is that a department must retain enough internal core capacity to be able to add value to commonly-held IP.