KNOWLEDGE MANAGEMENT Knowledge Fundamentals Raymund Sison, PhD College of Computer Studies De La Salle University

CSC707M (Knowledge Management)Dr. Raymund Sison2 Data Raw, unprocessed record of an aspect of an event A particular sale of a particular item on a particular day

CSC707M (Knowledge Management)Dr. Raymund Sison3 Data vs. Information DataRaw, unprocessed record of an aspect of an event A particular sale of a particular item on a particular day InformationProcessed dataDaily sale of a particular item

CSC707M (Knowledge Management)Dr. Raymund Sison4 Data vs. Information vs. Knowledge DataRaw, unprocessed record of an aspect of an event A particular sale of a particular item on a particular day InformationProcessed dataDaily sale of a particular item KnowledgeActionable information (Drucker, 1999) Daily sale of a particular item has been increasing steadily for the past six months, and… Drucker, P. (1999). Management Challenges for the 21st Century. New York: HarperCollins

CSC707M (Knowledge Management)Dr. Raymund Sison5 Activity 1  Form groups (according to the project groupings).  Each group formulates answers to the question, “What makes information actionable (i.e., what are needed for one to be able to act on information)?”  A representative from each group will share his/her group’s answers with the class.

CSC707M (Knowledge Management)Dr. Raymund Sison6 Knowledge as Actionable Information What makes information actionable?  Experience  Values  Knowledge

CSC707M (Knowledge Management)Dr. Raymund Sison7 Knowledge as Actionable Information What makes information actionable?  Experience Improves judgment so that one is better able to…  Know how to detect actionable information, i.e., to know whether to act on information one has received or perceived  Know how to search for actionable information

CSC707M (Knowledge Management)Dr. Raymund Sison8 Knowledge as Actionable Information  Values, biases Color judgment so that one’s judgment of the actionability of information, or search for actionable information is either…  Intensified  Weakened

CSC707M (Knowledge Management)Dr. Raymund Sison9 Knowledge as Actionable Information  Knowledge Enables one to act on information judged to be actionable, so that one knows…  How to act (what to do) and when  How to learn from this judgment and action, and their consequences Notice that there are 2 kinds of knowledge here: declarative and procedural.

CSC707M (Knowledge Management)Dr. Raymund Sison10 Kinds of Knowledge SchemasStrategies ConceptsRules FactsProcedures Simple Complex ProceduralDeclarative Generalized or episodic Common sense or specialized Surface (textbook) or deep Tacit or explicit

CSC707M (Knowledge Management)Dr. Raymund Sison11 Kinds of Knowledge: Declarative vs. Procedural Declarative  Knowledge that describes “what” E.g., that quality is this company’s primary value; that quality is defined as conformance to the specific standards namely…; that quality is impacted by various factors such as… Procedural  Knowledge that describes “how” E.g., how to fill up a form, how to diagnose a problem, how to grow the company

CSC707M (Knowledge Management)Dr. Raymund Sison12 Activity 2  With your group, discuss then write on the board the 3 most important pieces or chunks of knowledge that people in your client organization need in order to accomplish their knowledge work.  A representative from each group will discuss his/her group’s answers in front.

CSC707M (Knowledge Management)Dr. Raymund Sison13 Further Examples of Knowledge  Knowledge of a particular job E.g., how to elicit and specify user requirements; how to teach computer programming  Knowledge of how to make a product E.g., the Coke formula  Knowledge of who knows what in a company

CSC707M (Knowledge Management)Dr. Raymund Sison14 Further Examples of Knowledge  Knowledge of how to put together a team that can achieve a particular task  Knowledge of how to get things done in a company  Knowledge of a particular customer account  Knowledge of a country and its business customs

CSC707M (Knowledge Management)Dr. Raymund Sison15 Kinds of Knowledge SchemasStrategies ConceptsRules FactsProcedures Simple Complex ProceduralDeclarative Generalized or episodic Common sense or specialized Surface (textbook) or deep Tacit or explicit

CSC707M (Knowledge Management)Dr. Raymund Sison16 Kinds of Knowledge: Simple to Complex Fact  Something that exists, actually happened, or is true E.g., 1+1=2; Manila is the capital of the Philippines Procedure  Series of steps for accomplishing a task E.g., addition procedure, enrollment procedure

CSC707M (Knowledge Management)Dr. Raymund Sison17 Kinds of Knowledge: Simple to Complex Concept  A class of things that have the same defining or characteristics attributes E.g., integers, knowledge management Rule (a.k.a. principle)  A principle that guides behavior or the ways things are done E.g., “Find a balance between codification and personalization.”  Some rules are heuristic, e.g., “If it’s cloudy, bring an umbrella.”

CSC707M (Knowledge Management)Dr. Raymund Sison18 Kinds of Knowledge: Simple to Complex Schema  Structured clusters of interrelated concepts E.g., taxonomy, solar system model, ERD Strategy  A plan or method for achieving any specific goal E.g., business strategy, testing strategy, KM strategy

CSC707M (Knowledge Management)Dr. Raymund Sison19 Kinds of Knowledge: Generalized vs. Episodic Generalized (a.k.a. semantic knowledge) Decontextualized knowledge of facts about the entities and relations between entities in the world  E.g., birds have wings Episodic Knowledge about events or entities that are marked as happening at a particular time  E.g., what I did last summer

CSC707M (Knowledge Management)Dr. Raymund Sison20 Kinds of Knowledge: Common Sense vs. Specialized Common sense E.g., Eat well to be well; knowledge about healthy living Specialized E.g., Carbohydrates, protein, and fat must be consumed in the following proportion 70:25:5; knowledge about healing the sick

CSC707M (Knowledge Management)Dr. Raymund Sison21 Kinds of Knowledge: Surface vs. Deep Surface (a.k.a. textbook knowledge)  Knowledge that everyone (in a particular field) knows E.g., diagnosing the flu Deep (a.k.a. expert knowledge)  Knowledge that one only gains through years of experience E.g., detecting meningitis

CSC707M (Knowledge Management)Dr. Raymund Sison22 Kinds of Knowledge: Explicit vs. Tacit (Polanyi) Explicit  Knowledge is easy to make available to another for inspection E.g., a recipe; a written explanation of a business process Tacit  Knowledge that is very difficult to make explicit  Some say that 90% of all organizational knowledge is tacit E.g., how to quickly convince people about an idea; how to quickly elicit requirements from users

CSC707M (Knowledge Management)Dr. Raymund Sison23 Know-what Know-how Know-why Care-why Kinds of Knowledge: Know-what to Care-why (Quinn) Quinn, J., Anderson, P. & Finkelstein, S. (1996). Managing Professional Intellect: Making the Most out of the Best, Harvard Business Review (1996), pp

CSC707M (Knowledge Management)Dr. Raymund Sison24 Kinds of Knowledge: Know-what to Care-why (Quinn) Know-what Knowledge gained primarily through books Know-how Knowledge gained primarily through experience Know-why Deep knowledge of complex cause-and- effect relationships  E.g., knowing just when to sell (stockbroker); knowing the perfect moment to hit (baseball player)

CSC707M (Knowledge Management)Dr. Raymund Sison25 Kinds of Knowledge: Know-what to Care-why (Quinn) Care-why Very deep knowledge that explains why highly motivated, creative, and energetic groups and companies outperform larger corporations with more money and resources Exists in a company’s culture Most difficult (some say impossible) for a knowledge management system to support

CSC707M (Knowledge Management)Dr. Raymund Sison26 Know-what Know-how Know-why Care-why Where do you think would most companies be?

CSC707M (Knowledge Management)Dr. Raymund Sison27 KM Pyramid (Rosenberg) Level 2: Information Creation, Sharing, and Management Level 3: Enterprise Intelligence Level 1: Document Management Documents stored online; Online access & retrieval Capturing & distributing expert stories; communication & collaboration Building expert networks; performance support Rosenberg, M. (2000). E-Learning: Strategies for Delivering Knowledge in the Digital Age. New York: McGraw-Hill.

CSC707M (Knowledge Management)Dr. Raymund Sison28 Knowledge Representation for Level-3 KM Four major knowledge representation approaches:  Logical Example: first-order predicate logic  Procedural Example: if-then rules  Network Examples: semantic networks, conceptual dependencies  Structured Examples: frames, scripts, objects

CSC707M (Knowledge Management)Dr. Raymund Sison29 Predicate Logic Example father(abraham,isaac). father(isaac,jacob). father(jacob,judah). father(jacob,joseph).  X  Y(father(X,Z)  father(Z,Y)  grandfather(X,Y))  X  Y(father(X,Y)  ancestor(X,Y))  X  Y(father(X,Z)  ancestor(Z,Y)  ancestor(X,Y)) Questions: Is Isaac the father of Jacob? Who is the grandfather of Jacob? Who are the children of Jacob? Who are the ancestors of Jacob? Facts Rules

CSC707M (Knowledge Management)Dr. Raymund Sison30 Production Rules Example Facts Rules

CSC707M (Knowledge Management)Dr. Raymund Sison31 Another Production Rule Example Rule 578: IF [1] the infection which requires therapy is meningitis, and [2] organisms were not seen on the stain of the pending csf culture (CULTURE-1), and [3] the type of the infection may be bacterial, and [4] the patient has been seriously burned THEN there is suggestive evidence that Pseudomonas- aeruginosa is one of the organisms (other than those seen on cultures or smears) which might be causing the infection

CSC707M (Knowledge Management)Dr. Raymund Sison32 Semantic Network Example

CSC707M (Knowledge Management)Dr. Raymund Sison33 Conceptual Dependency Example

CSC707M (Knowledge Management)Dr. Raymund Sison34 Frames Example

CSC707M (Knowledge Management)Dr. Raymund Sison35 Script Example

CSC707M (Knowledge Management)Dr. Raymund Sison36 Script Example

CSC707M (Knowledge Management)Dr. Raymund Sison37 Script Example

CSC707M (Knowledge Management)Dr. Raymund Sison38 Activity 3  With your group, choose one of the 3 most important chunks of knowledge earlier identified by your group.  Describe and represent part of this knowledge using any combination of the 4 knowledge representation approaches.  A representative from each group will discuss his/her group’s answers in front.

CSC707M (Knowledge Management)Dr. Raymund Sison39 Knowledge and Knowledge Workers Who are knowledge workers?  Workers who rely on considerable knowledge to perform their tasks  Workers whose productivity are determined by 6 factors (Drucker): Understanding of what his or her task is  This is not as clear as it may seem  In contrast, a manual worker knows what the task is. His/her main question is how do best perform this task. Drucker, P. (1999). Management Challenges for the 21 st Century. New York: HarperCollins.

CSC707M (Knowledge Management)Dr. Raymund Sison40 Knowledge and Knowledge Workers Degree of autonomy Continuing innovation (as part of the knowledge worker’s task and responsibility) Continuous learning and teaching Quality as well as quantity of output Knowledge worker’s being treated as an “asset” rather than a “cost”  Knowledge worker must want to work for the organization in preference to all other opportunities

CSC707M (Knowledge Management)Dr. Raymund Sison41 Knowledge and Knowledge Organizations Some definitions:  KO = knowledge intensive organization = one for which knowledge is greater in value than traditional assets  KO = an organization that views knowledge as at least equal in value to traditional assets  KO = one in which the value added of employees is the knowledge they possess

CSC707M (Knowledge Management)Dr. Raymund Sison42 Knowledge and Knowledge Organizations Examples:  High-tech firms  Engineering organizations  Research laboratories  Consulting houses  Marketing organizations  Sales organizations  Software organizations

CSC707M (Knowledge Management)Dr. Raymund Sison43 Knowledge and Knowledge Organizations  Organizations that work on a ‘project’ basis, e.g., lawyers  Recruitment/head hunter organizations

CSC707M (Knowledge Management)Dr. Raymund Sison44 Knowledge Economy Economy in which a/the main driving force is knowledge (a.k.a. high-tech).

CSC707M (Knowledge Management)Dr. Raymund Sison45 Debate In general, knowledge management is NOT cost-beneficial to implement in the Philippines. Debate mechanics: Round 1: T1-T2-Disc Round 2 (Rebuttal): T2-T1-Disc Round 3 (Conclusion): T1-T2 Panel: Review, decision, justification