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Knowledge cycles

Knowledge cycles. B.V.L.Narayana Sr Professor (T M) RSC/BRC. Key messages. Management is application of knowledge to improve human activity ( Drucker 2001) A resource is a bundle of services (Edith Penrose 1959)

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Knowledge cycles

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  1. Knowledge cycles B.V.L.Narayana Sr Professor (T M) RSC/BRC

  2. Key messages • Management is application of knowledge to improve human activity ( Drucker 2001) • A resource is a bundle of services (Edith Penrose 1959) • Managing knowledge should be the basic skill of managers in organizations which want to effectively manage knowledge to achieve desired performance

  3. Key messages • Firms or organizations are (Kogut and Zander 1992) • Processors of knowledge and information • Repositories of capabilities • Represent social knowledge of coordination and learning • Use identity to propagate and od them efficiently

  4. KEY MESSAGES • Capacity to innovate is dependent upon the ability of organizations to bridge individual and collective forms of knowledge (Argyris and Schon 1978) • Knowledge is the preserve of the actors in the field , their interactions and practices generate knowledge

  5. DEFINITIONS • Skills are abilities by which an individual does things • Competency is a set of skills that can be used to do given task • Capabilities are repeatable patterns of actions that an organization uses to get things done • Competence is the ability of an organization to sustain coordinated development of assets and capabilities in such a way that goals can be achieved

  6. Competence • Competence • Involves coordination of assets and capabilities • Maintain assets and capabilities • Goal seeking as drivers of these actions • Competence building • Process of acquiring or creating new bunch of assets and capabilities • Competence leveraging • Coordinated use of assets and capabilities • Competence maintenance • Keep assets and capabilities in state of effectiveness for use in action

  7. Cognitive architecture • Cognitive architecture (Amin and Cohendet 2004) • Interlinkages between • Creators, depositories and end users of skills along with transmission mechanisms • Is the aggregated position of control of all macro processes • Key to attention and issue and opportunity identification • Drives search processes and all macro processes

  8. Tacitness and explicitness • Are attributes of the same knowledge. • Operationalisation of knowledge requires making it explicit and thus a degree of simplification which occurs • Simplification makes an individual understand know how and know why • It is essential as intellectual capability of individuals varies • In individuals the transfer from cognitive to psychomotor is automatic, internal and self triggered

  9. Key messages • Ability to create knowledge is decided by organization capability to convert Tacit into codified sources of knowledge and vice versa ( Nonaka and Takeuchi 2000). • Also important is the balance between knowledge that is possessed (As competencies in experts) and knowledge that is practiced (By employees)

  10. CRITICAL REQUIREMENTS • Managers must understand the dynamics that drive all the five learning cycles • Devise organizational processes and systems through practices so as to generate new ideas and incorporate useful ideas into strategic logic

  11. Organizational learning (Sanchez) • Effective knowledge management system requires • Maintaining learning loops in all processes • Systematically disseminating new and existing knowledge • Applying knowledge wherever it can be used • Organizational learning process • Has five interlinked learning cycles • Individual knowledge must navigate all cycles to get accepted in organization and get embedded in its way of working

  12. LEARNING CYCLES

  13. INDIVIDUAL LEARNING CYCLE

  14. How is synchronization between division of work and division of knowledge kept?

  15. Knowledge in organizations (Nonaka) • Knowledge is organic,Created in social interactions among individuals ,Is context specific and related to actions and is a continuous self transcending process • Knowledge creation occurs through • Socialization – shared experiences, creates Tacit knowledge –apprenticeship, training in field, can occur any where • Externalization –converts Tacit into explicit-using agreed upon syntax– allows reconstruction by others • Combination –use explicit knowledge to create new knowledge • Internalization –make explicit to tacit

  16. Linkages across levels

  17. Organizational learning • The process of knowledge creation gets amplified by number of these processes • Externalization –facilitate others to learn • Combination –create new knowledge • Internalization—learning new knowledge • Socialization -- getting together and meeting of people which facilitates all modes of knowledge creation

  18. Factors affecting cycles • Individual learning cycle • Occurs through internal stimulation leading to possible cause and effect relationships • Results in cognitive congruence in social interactions • Can lead to inertia and rigidity • Factors influencing • Education, experience, attitudes—leading to change in cognitive congruence achieved • Norms of groups, goals of organization, incentives to develop personal knowledge– to abstract problem solving skills and leverage them beyond ones context

  19. Issues in Organizational learning • Individual level • Learning is a process of internal stimulation , drawing upon past knowledge and forcing them to challenge existing interpretive frameworks • How to stimulate metaphorical learning or conceptual learning enabling application to divergent contexts • Build organizational capacity for divergent interpretive frameworks—pilots, experimentation, tolerance for experimentation, capture beneficial variations in processes, understand needs of different contexts, expand sense making capacity

  20. Issues in Organizational learning • Individual –group learning cycle • Maintain willingness to share • Eliminate disincentives to share • Create incentives for sharing • Redefine employment relationship • Group learning cycle • Facilitate generation and application of new knowledge– is a social process • Facilitate socialization • Balance between cognitive congruence and group think and variations in interpretive frameworks—change group composition,facilitate divergent ideas etc

  21. Issues in Organizational learning • Group –Organization learning cycle • Encourage and maintain interactions among groups—facilitate cross functional sharing, socialization, create cross functional teams to create new knowledge • Organizational learning cycle • Aligning control systems in line with knowledge appropriate for effective functioning • Build a dynamic cognitive balance between exploitation and application of present day knowledge systems and adaptation knowledge base to future organizational requirements

  22. Key issues in good organizations • Ideas get generated at all levels • Open access system to data • Continuous learning • Focus on systems improvement • Distribute value created by organization • Proactively search for learning opportunities

  23. ANY QUESTIONS

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