KNOWLEDGE : WHAT IS KNOWN
Knowledge Management (KM) adalah suatu cabang
ilmu manajemen yang berusaha meningkatkan
performance individu dan organisasi dengan menjaga
dan meningkatkan aset knowledge dalam
organisasi pada saat ini dan untuk masa yad.
(refers to a range of practices used by
organizations to identify, create, represent, and
distribute knowledge for reuse and learning
across the organization)
Knowledge Management programs are typically tied to
organizational objectives and are intended to lead to the
achievement of specific business outcomes such as
improved performance
• shared intelligent
• competitive advantage
• higher levels of innovation
Knowledge Management
programs attempt to manage
the process of
creation (or identification),
accumulation and
application of knowledge
across an organisation.
Didasarkan pada model DIKW (faris, Febriyani
DIKW is data, information, knowledge, wisdom : an information hierarchy
where each layer adds certain attributes over and above the previous one.
Data is the most basic level; Information adds context;
Knowledge adds how to use it; and Wisdom adds when to use it.
W
K
I
D
Rahmat, Arief, Nicke
Aliran knowledge dalam organisasi : GENERAL KNOWLEDGE MODEL(Abuzar & D
KNOWLEDGE CREATION : Entry new knowledge into the system (development,
discovery or capture)
KNOWLEDGE RETENTION : Preserves knowledge and allow it to remain in the
system (maintain the viability within the system)
KNOWLEDGE TRANSFER : Flow knowledge from one party to another
(communication, translation, conversion, filtering
and rendering)
KNOWLEDGE UTILIZATION : Activities and events connected with the application
of knowledge to bussiness processes
ARTIFACTS represent MEANING & UNDERSTANDING
So KNOWLEDGE ARTIFACTS IS NOT THE FORM OF ARTIFACT BUT
THE PROCESS THAT GAVE RISE TO ARTIFACTS
ARTIFACTS are complex and contain of explicit, implicit &
tacit components
EXPLICIT KNOWLEDGE ARTIFACTS : Directly & Completely transferred
from one to another/have been codified
shg dpt diindera (buku/hard copy)
IMPLICIT KNOWLEDGE ARTIFACTS : Meaning can be inferred and explicitly
captured (rely on previous retained
knowledge), potential for ambiguity
TACIT KNOWLEDGE ARTIFACTS : Knowing more than we can say (chalenge
expression & codification – apa yg ada di kepala)
ARTIFACTS are PASSIVE, Actions & Decision are made by
AGENTS (The Knower)
INDIVIDUAL AGENTS : Human as a prototypical active force for affecting change.
Capable of performing all aspects of knowledge
development, retention, transfer and utilization w/o other
agent.
AUTOMATED AGENTS : Human construct that is capable of retaining, transferring
or transforming knowledge artifacts (computer, etc)
ORGANIZATIONAL AGENTS : The organization serves as an agent in the retention
and dissemination of knowledge (knowledge
retention and transfer cannot be fully attributed to
individuals or specific automated agent. Ex. Value
System
SEHINGGA TERJADI PROSES
TRANSFER PENGETAHUAN
Nor Fauziah, Rita, Aprilia
A. INTERNAL DEVELOPMENT
OF KNOWLEDGE MANAGEMENT SOLUTIONS
Support internal development, such as :
1. Mapping speficis tools & technologies to their potential roles in knowledge flows
2. Indentify functional gaps
3. Determining Integration points
4. Validating the scope of development efforts
SUCESSFULLY IMPROVE COLLABORATIVE DECISION MAKING PROCESSES
B. SELECTION OF KNOWLEDGE MANAGEMENT PRODUCTS
(technology or traditional)
C. MARKETING OF KNOWLEDGE MANAGEMENT PRODUCTS
(new offerings through email, etc)
KNOWLEDGE MANAGEMENT berkaitan dengan
ORGANIZATIONAL LEARNING,
Namun lebih fokus pada management spesific knowledge assets and
development and cultivation of the channels through which knowledge flows.
Learning organization adalah sekelompok individu
yang memiliki tujuan sama yang secara terus menerus
memperluas kapasitas mereka untuk menciptakan suatu
hasil yang ingin dicapai dengan cara memunculkan
pola-pola pikir yang baru dan ekspansif serta aspirasi kolektif
dapat diungkapkan dengan bebas sehingga individu
dapat terus menerus belajar untuk memahami keseluruhan
secara bersama-sama.
ORGANIZATIONAL LEARNING has concentrated on the
detached collection and analysis of the processes
involved in individual and collective learning inside
organizations; whereas the
LEARNING ORGANIZATION has an action orientation,
and is geared toward using specific diagnostic and
evaluative methodological tools which can help to
identify, promote and evaluate the quality of learning
processes inside organizations.
We could argue that organizational learning is the
‘activity and the process by which organizations
eventually reach the ideal of a learning organization
Peter Senge mengidentifikasi komponen yang berperan
dalam inovasi learning organization
1. SYSTEM THINKING
2. PERSONAL MASTERY
3. MENTAL MODELS
4. BUILDING SHARED VISION
5. TEAM LEARNING
Organizational learn only through individuals who learn
perilaku klarifikasi dan pendalaman visi
personal dengan memfokuskan energi dan
mengembangkan kesabaran untuk melihat
realitas secara objektif.
Kemampuan untuk refleksi ke dalam
dan mewujudkan dalam suatu aksi.
(inquiry and advocacy melalui
perilaku membuka diri terhadap
pemikiran-pemikirannya serta
membuat pemikiran tersebut terbuka
untuk mempengaruhi orang yang
lain)
Proses mengatur dan
mengembangkan kapasitas
team untuk menciptakan hasil
yang sangat diinginkan oleh
anggota kelompok. Didasari
oleh personal mastery dan
shared vision yang disertai
dengan aksi bersama.
Adanya ketrampilan untuk berbagi
“gambaran masa depan” yang melahirkan
komitment dan pembagian tugas yang
tulus daripada sekedar kesepakatan.
kemampuan untuk menggabungkan dan
melihat secara keseluruhan serta mampu
untuk menelaah interrelationship antara
bagian yang saling membutuhkan sehingga
organisasi dapat dilihat sebagai proses
dinamis (hindari dari cycles of blaming
and self-defense).
PERSONAL MASTERY
FOSTERS THE PERSONAL MOTIVATION
TO CONTINUALLY LEARN HOW OUR ACTIONS AFFECT OUR WORLD,
MENTAL MODELS
FOCUS ON THE OPENNESS NEEDED TO UNEARTH
SHORT COMINGS IN OUR PRESENT WAYS OF SEEING THE WORLD.
TEAM LEARNING
DEVELOPS THE SKILLS OF GROUPS OF PEOPLE
TO LOOK FOR THE LARGER PICTURE THAT LIES BEYOND
INDIVIDUAL PERSPECTIVE.
BUILDING SHARED VISION
FOSTERS COMMITMENT TO THE LONG-TERM.
but SYSTEM THINKING MAKES UNDERSTANDABLE
THE SUBTLEST ASPECT OF THE LEARNING ORGANIZATION –
The new way individuals perceives themselves and the world
(METANOIA – shift OF MIND)
kemampuan untuk menggabungkan dan
melihat secara keseluruhan serta mampu
untuk menelaah interrelationship antara
bagian yang saling membutuhkan sehingga
organisasi dapat dilihat sebagai proses
dinamis (hindari dari cycles of blaming
and self-defense).
NEW CONCEPT OF LEADERSHIP
BECAUSE DEALING WITH HOW WE THINK, WHAT WE TRULY WANT AND
HOW WE INTERACT AND LEARN WITH ONE ANOTHER)
1.
Leader as designers
DESIGN THE LEARNING PROCESS SO PEOPLE IN THE ORGANIZATION
CAN DEAL PRODUCTIVELY WITH CRITICAL ISSUES THEY FACE AND
DEVELOP THEIR MASTERY IN THE LEARNING DISCIPLINE
2. Leader as steward
3. Leader as teacher
FILM THE LEARNING
ORGANIZATION