A Knowledge Management Solution - Term Paper Example

A Knowledge Management Solution (Name) (University) Contents 1.0 Introduction 3 2.0 Definition 3 3.0 Discussion 4 3.1 Summary of Case Study 4 4.0 Designing Knowledge Management System 5 5.0 Solutions to Knowledge Management: KMS 10 5.1 Krypto Knowledge Management System 11 5.1.1 Strategy 11 5.1.2 Actors 12 5.1.3 Knowledge Source 12 5.1.4 Delivery Interface 12 5.1.5 Functionality 13 5.1.6 Infrastructure 13 5.1.7 Continuous Improvements 13 6.0 Conclusion 14 References 15 Knowledge Management System 1.0 Introduction Knowledge is a reliable intangible asset that can be transferred and managed effectively to be used to improve operations, maintain quality and minimize risks (Alvesson & Willmott, 2012). Effective and strategic management of knowledge is tantamount to ensuring organizational goals’ achievement and positive returns on investment. Knowledge management, therefore, entails measures and processes installed to support the management of these intangible knowledge assets. As such, it entails effective management of information, values, expertise and experience in both the internal and external organization environments (Fuller, 2012). 2.0 Definition On the other hand, a system is defined as a set of elements amalgamated or put together to form a functional unit. In a system, there is total dependence among the elements comprising the system, such that each element relies on the other element(s) for the overall success of the system’s operations. Consequently, the dependence of the elements in a system creates the independence of the system (Dalkir, 2013). As such, knowledge management system refers to any systems put in place with the aim of managing knowledge. A knowledge management system comprises various functional units or elements essential in the management of organizations’ intangible assets (Dent & Whitehead, 2013). While various definitions may relate knowledge management systems to a set of technological conditions involved in knowledge management, it is clear that technology is more of a support system or part of elements that could be used to bolster knowledge management practice (Alvesson & Willmott, 2012). This paper uses the NBN Case Study to provide a viable solution to the cases’ knowledge management by suggesting a functional and effective knowledge management system. 3.0 Discussion 3.1 Summary of Case Study The NBN Case Study details the improper handling of asbestos fiber in the rollout of the National Broadband Network in Australia. This improper handling of asbestos, in the preparation of telco pits, leads to exposures of the fibers to the workers and the surrounding population that poses serious health concerns. Asbestos has for a long time been associated with fatal health effects with high chances of causing deaths. Telstra Company had been contracted by the government to conduct the implementation of the project. The company, however, had laid off the old technical staff leading to the loss of reliable explicit and tacit knowledge that would have otherwise been useful in the project. Knowledge management weaknesses and a lack of a proper KMS resulted in failures in the project’s implementation process, which would have otherwise been controlled. 3.2 Knowledge Management Processes In order to establish an effective knowledge management system, it is important to pay attention to various processes included in effective knowledge management. These processes are key in determining the element inputs of a KMS. Most importantly they highlight the major concerns of knowledge management with an intention of capitalizing on the processes for successful knowledge management practice. In providing a solution to knowledge management of the NBN issues, these knowledge management processes are controlling: i. Understanding the company’s knowledge needs in the NBN roll-out process and in future operations ii. Mapping the knowledge that is accessible to the company iii. Processes of the company’s creation and new knowledge acquisition iv. Procedures aimed at knowledge capturing and measures to store structural capital v. Measures put in place by the company to preserve and protect the intangible knowledge assets vi. Processes of knowledge combination and integration vii. The company’s strategy or models of exposing, presenting and sharing and knowledge distribution across the different knowledge targets viii. Strategies and measures of knowledge improvements and refinements and ix. Company’s processes of releasing, disposing or retiring knowledge. 4.0 Designing Knowledge Management System Designing an effective knowledge management system is significant in controlling the aims of the knowledge management processes (Despres & Chauvel, 2012). Additionally, considering various entities of knowledge management involved is significant in eliminating, limiting or controlling potential failures of a knowledge management system. Some of the reasons that cause failures of knowledge management systems lead back to failures in the designing of the KMS. These reasons include: i. Lacking a shared understanding of organizations’ knowledge ii. Unnecessary and misplaced emphasis on knowledge stock to the detriment of knowledge flow iii. Assumptions in viewing knowledge as predominantly existing outside individual’s heads iv. Insignificant or minimal attention accorded to management of tacit knowledge v. Failure to understand the crucial intermediate functions of knowledge in creating shared context vi. Disentangling knowledge from its users and vii. Ignorance of logical thinking and reasoning in knowledge management and use. To minimize these failures in coming up with a reliable Knowledge Management System for the NBN process, it is essential to carry out a detailed step by step analysis of knowledge situations and relying on this information in suggesting a suitable KMS. Step 1: Identifying Knowledge Problem/Opportunity Identifying problems in knowledge management is essential in providing knowledge management interventions, without which, it is virtually impossible (Rollett, 2012). In the NBN roll out involving Telstra Company, the following knowledge problems were evident: i. The improper handling and disposal of Asbestos fibers led to public complaints and criticism. This was injurious to the reputation of the company and led to slowing down the project implementation through legal disputes and subsequent stoppages. ii. The laying off of the old technical staff personnel resulted in the loss of significant knowledge bases. As a result, there was a significant loss of explicit and tacit knowledge leading to failures in the current NBN rollout and projecting possible future problems due to limited knowledge. iii. Limitations on transfer or dissemination of knowledge due to notable language barriers that affected communication between the managers and the contractors. Step 2: Knowledge for Management In designing a Knowledge Management System, it is important to categorize clearly the knowledge that needs to be managed. This increases reliability and efficiency of the KMS in addressing the knowledge problems and presenting effective knowledge management solutions (Skyrme, 2012). The knowledge requiring management in the NBN rollout includes: i. Knowledge about old pits with asbestos fibers ii. Consequences of exposures to asbestos iii. How to properly handle and dispose asbestos Step 3: Mode of Delivery For knowledge to be effective, it has to be put to use (Pfeffer & Sutton, 2013). Organizations need to strategize on processes to transfer and disseminate available knowledge to the knowledge targets. Socialization plays a role in the transfer of knowledge but in cases where the sources and targets are not available at the same time externalization is key (Skyrme, 2012). In Telstra Company, the procedures of knowledge transfer were clearly inadequate or unavailable limiting access to knowledge by the targets. Additionally, with the old technical staff retrenched, there is a significant loss of explicit and tacit knowledge. Considering this, the KMS needs to establish a proper channel of knowledge delivery. Step 4: Functionality Required by the System In enabling the system’s functionality in knowledge management, various knowledge factors are essential. In the NBN roll out, for instance, Telstra Company would ensure: i. The workers capture the data with information on telco pits containing asbestos ii. Compare data on telco pits with asbestos against criteria iii. Identify procedures for handling and disposing asbestos fibers in different project locations and iv. Monitor the processes of handling and disposal of the fibers. Step 5: Knowledge Assets to Complement KMS Any effective Knowledge Management System requires knowledge supplements to complement its functions in knowledge management and optimize efficiency (Galliers & Leidner, 2014). Telstra’s knowledge assets include: i. The KSAs of the contractors ii. The currently existing intangible assets management system iii. Industry expertise iv. Technical data sheets on underground telco pits. Step 6: Designing the Knowledge Management Processes This process involves utilizing data from the intangible assets management systems in formulating approaches to use in knowledge management (Stefik, 2014). Here, different approaches based on the strategies and aims of knowledge management could be used in the NBN project. Considering Telstra Company as a business entity, business rules would be governing. Step 7: Knowledge Management Team A knowledge management team is essential in facilitating effective management of knowledge (Wiig, 2012). This team controls and supports knowledge management procedures and facilitates coordination of the KMS in achieving effectiveness in knowledge management (Fischer & Frohlich, 2013). In Telstra, this team would include: i. Manager of Operations: Overseeing the general roll out process implementation ii. External experts in handling asbestos iii. Technical staff who would be reliable knowledge sources iv. Contractors who are the knowledge targets v. Supervisors to monitor the use of knowledge in asbestos handling and disposal Step 8: Infrastructure Support As earlier explained, technology is not directly linked to KMS in the definitional construct. However, it may be considered essential as a tool to enhance or boost knowledge management (Quinn & Strategy, 2013). In this case, technology falls under infrastructure support for KMS. As mentioned in the study, Telstra Company is in possession of technological computer systems that manage knowledge assets. However, there were notable failures in the use of the system in the NBN rollout leading to failures in knowledge management. Essentially, the system would be key in facilitating sourcing, storage and transfer of knowledge through a strategic network system within the company. Step 9: Evaluation of the System Monitoring operations is necessary for any system. In a system, every entity plays a role in the overall success of the system. The processes of monitoring are significant in noting weaknesses within the systems operational entities and suggesting improvements. For any system, control and feedback are tantamount (Rao, 2012). It is, therefore, necessary while controlling the systems processes to note the responses and assess the feedback. As such, an effective KMS would strategize on evaluation criteria to measure the performance of the system in knowledge management. In the NBN roll out, an effective way to establish KMS would be through reliance on a supervisor to monitor the implementation process in relation to the use of knowledge in the project. Additionally, feedback from the contractors regarding the access and use of knowledge would enhance evaluation. Step 10: Changes in Company’s Operations With the introduction of a new system, significant changes in operations are inevitable. Systems require various levels of management and controls that call for significant personnel involvements. Similarly, a KMS would have various implications on Telstra’s operations. The following three changes are likely: i. Training and orienting staff and contractors in using the knowledge management system in order to maximize its efficiency in knowledge management ii. Educating and sensitizing the staff on the changes in operations and highlighting the dangers and risks involved and iii. Changing various work priorities with regards to knowledge 5.0 Solutions to Knowledge Management: KMS More often that not knowledge Management Systems are developed to increase human and social capital (knowledge) rather than structural capital (information) (Pfeffer & Sutton, 2013). Knowledge assets are owned by individuals and are only available to organizations if the personnel is well managed (Rao, 2012). On the other hand, structural capital assets are always available since the companies or organizations own them. In a suggestion of a knowledge management system, Knowledge System Architectural Model (KSAM) considered. In the model, seven fundamentals are proposed that need to be effected by a KMS for effectiveness in knowledge management (see figure 1 below). This discussion bases on these seven fundamentals of KMS to design a knowledge management system intervention for Telstra Company to facilitate effective knowledge management in the NBN rollout project. For the sake of effective explanation, the design suggested is given a fictional name ‘Kypto Knowledge Management System’ that in some cases will be abbreviated as K-KMS. As such, the seven fundamentals of KSAM and the earlier discussed considerations for the KMS design are used in designing K-KMS as a KMS to assist Telstra Company in the NBN project and future operations involving utilization knowledge assets. Figure 1: Knowledge Management Architectural Model 5.1 Krypto Knowledge Management System 5.1.1 Strategy Strategy in a KMS is essential in identifying an opportunity or the problem and clearly setting the knowledge purposes or objectives. It is essential to define clearly the strategy of the KMS in line with the policy of the organization in order to implement effectively knowledge management successfully to achieve the knowledge objectives. Krypto KMS uses the operational excellence strategy in knowledge management. As such the knowledge is aimed at controlling operations to achieving excellence. Telstra Company needs Knowledge Management System that would significantly improve operations by allowing access to knowledge and transfer of knowledge to the knowledge targets. As such K-KMS borrows from the AS5037 ecosystem in the strategic use of context and strategic intent. 5.1.2 Actors For the success of any KMS, human support is tantamount. Different participants depending on the levels of knowledge, skills, expertise and experience can play different roles in knowledge management (Pfeffer & Sutton, 2013). K-KMS is designed to rely on people to support the processes of knowledge management. Recognizing the significance of tacit and explicit knowledge in achieving operational excellence, the system would rely on various categories of human expertise in the management of knowledge. 5.1.3 Knowledge Source Every KMS has certain knowledge sources. A reliable system acknowledges knowledge reliability, authenticity, currency and sufficiency (Hislop, 2013). In some cases, KMSs hold explicit knowledge. K-KMS focuses on stewardship of content and identifies various security restrictions. Additionally, the system relies on resources, information and content on management of knowledge. These entities are key knowledge sources required in achieving operational excellence as targeted by the KMS. 5.1.4 Delivery Interface Users of knowledge require particular interfaces within a KMS. These interfaces may be structural, human or technological enhancing delivery of knowledge (Becerra-Fernandez & Sabherwal, 2014). Delivery of knowledge entails the mode of delivery, facilitation, style, access control and adaptation techniques. K-KMS, in achieving the effectiveness of delivery interface, uses technology that caters for physical restrictions, cultural and linguistic diversity and intellectual disability. As such, the system will effectively solve the knowledge problems regarding communication as a result of a language barrier as identified in the study. 5.1.5 Functionality Knowledge management includes a set of processes that require blending and harmonizing to achieve successfully management of knowledge (Holtshouse, 2013). An effective KMS requires addressing various knowledge life cycles or process models, for example, socialization, externalization, combination and internalization like in the SECI model. Additionally a set of process controls or functions such as logic, personalization, administration, reporting, business rules, procedures, reporting, content management and transformation also involve the KMS functionality (Pfeffer & Sutton, 2013). K-KMS relies on processes like in the AS5037 ecosystem in achieving operational excellence in knowledge management. 5.1.6 Infrastructure KMS requires infrastructure to support their functionality. Such infrastructure includes instruments, templates, software, networks, hardware, repositories, equipment, and facilities. K-KMS strategically uses communication technology, electronic networks to facilitate knowledge management and knowledge repositories to store knowledge. Communication and electronic networks would be key in transfer and dissemination of knowledge to all knowledge targets in Telstra Company while the repositories will be key in organizing and storing knowledge for future use. 5.1.7 Continuous Improvements Finally, an effective KMS provides room for regular evaluation and reviewing to monitor whether the objectives of the KMS are met. It is necessary to receive feedback regarding utility, which is key in noting shortcomings and recommending improvement adjustments to the KMS or knowledge management processes (Hislop, 2013). Like the SI 25006 (2011), the K-KMS strategies on evaluation in monitoring the knowledge management performance of the system. In the evaluation, the system could receive a third party audit, measuring the success of knowledge management against the operation excellence criteria of the model and company expectations. 6.0 Conclusion Knowledge Management Systems enhance the process of knowledge management. They facilitate managing and controlling intangible knowledge assets in an organization. Essentially, it is important to identify various knowledge opportunities and processes of knowledge management effective in dealing with the knowledge problems to design an effective KMS. References Alvesson, M., & Willmott, H. (2012). Making sense of management: A critical introduction. Sage. Becerra-Fernandez, I., & Sabherwal, R. (2014). Knowledge management: systems and processes. Routledge. Dalkir, K. (2013). Knowledge management in theory and practice. Routledge. Dent, M., & Whitehead, S. (Eds.). (2013). Managing Professional Identities: Knowledge, Performativities and the'New'Professional (Vol. 19). Routledge. Despres, C., & Chauvel, D. (2012). Knowledge horizons. Routledge. Fischer, M. M., & Fröhlich, J. (Eds.). (2013). Knowledge, complexity and innovation systems. Springer Science & Business Media. Fuller, S. (2012). Knowledge management foundations. Routledge. Galliers, R. D., & Leidner, D. E. (2014). Strategic information management: challenges and strategies in managing information systems. Routledge. Hislop, D. (2013). Knowledge management in organizations: A critical introduction. Oxford University Press. Holtshouse, D. K. (2013). Information technology for knowledge management. U. M. Borghoff, & R. Pareschi (Eds.). Springer Science & Business Media. Pfeffer, J., & Sutton, R. I. (2013). The knowing-doing gap: How smart companies turn knowledge into action. Harvard Business Press. Quinn, J. B., & Strategy, E. S. (2013). Strategic outsourcing: leveraging knowledge capabilities. Image, 34. Rao, M. (2012). Knowledge management tools and techniques. Routledge. Rollett, H. (2012). Knowledge management: Processes and technologies. Springer Science & Business Media. Skyrme, D. (2012). Capitalizing on knowledge. Routledge. Stefik, M. (2014). Introduction to knowledge systems. Morgan Kaufmann. Wiig, K. (2012). People-focused knowledge management. Routledge. 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