Self Awareness

Knowing about the strength weakness of yourself.

Physical Attributes

Metal Attributes.

Can be measured
Keeps growing till certain age. Movements can be monitored.

Can be measured to an extent.

Can grow continuously. Movements cannot be monitored

Self Analysis
Analyzing one self in an unbiased manner.

Psychometric Test. Listening to others perception. ( 1. Structured back 2. Unstructured Feed back.) SWOT Analysis. Johari Window Appraisal by others. Feed

Johari Window
Known to self Unknown to self

Known to others

Open

Receiving feed back From others

Unknown to others

Giving feed back to others

Dark

Self Efficacy
Self force Or effectiveness

Role Efficacy would mean the potential effectiveness of an individual occupying a particular role in an organization. Where as Personal efficacy would mean potential effectiveness of a person in personal & interpersonal situations. In fact Role efficacy is the potential effectiveness of the Role

How to enhance self Efficacy

Knowing self (SWOT)
Constantly updating ones knowledge. Being open to receive feed back.

Sensing and being proactive to the organizational and societal needs

Being a good listener. Understanding ones role Visa-a Vie the organizational/ Societal role Being an effective team-player.

Role Efficacy Dimensions to be concentrated.

1. Self-Role Integration: - Integration between self Concept & Role Demands. 2. Proactivity: - Initiating action instead of inaction or reaction. 3. Creativity: - Innovation & trying new ideas/Strategies instead of Routine Working. 4. Confrontation: - Facing Problems for attempting solutions rather than avoiding. 5. Centrality: - Feeling Important (Or central) to the system. 6. Influence: - Feeling ones role is making an impact on the System. 7. Growth: - Feeling that one is learning & growing in his role. 8. Inter Role Link: - Linkage of ones role with others. 9. Helping Relationship: - Giving & receiving help amongst roles. 10 Superordination: - The perception that one is contributing to large goals; Linkage of ones role with a large entity/cause; working for Superordinate goals (Which serve large Groups & cannot be achieved without Collaboration.) Role Efficacy scales (RS) & role Efficacy index are some of the measure, which is used for measuring

and Benchmarking.

Self Esteem
What one values the most and think highly of can be termed as Self Esteem. Five ways to build self esteem 1. Make people feel uniquely valuable. 2. Make people feel competent. 3. Make people feel secure. 4. Make people feel empowered.

5. Make people feel connected to the group.

Change
Displacement from the present position. (i.e. moving away from the Present position) Change is concerned with doing things differently. Change is certainly concerned with doing things differently for the organizational advantage including technology, strategy, product, system including human resource systems.

ORGANIZATIONAL CHANGE.

This refers to any transformation in the design, and functioning of an organization. This may also include people product, Place etc.

Generic Typology of change

Adoptive Change
Reintroducing a familiar practice

Innovative Change
Reintroducing a practice new to organization

Radically Innovative Change

Introducing a practice new to industry

Low

Degree of complexity, cost & uncertainty. Potential for resistance.

High

FORCES OF CHANGE.

Internal forces of change

Low moral, Low productivity, High absenteeism, high rejection, High L.T.O., etc.

External forces of
Demographic Characteristics, Technical Advancement, Market changes, Social & political pressure

Types of change. 1. Happened Change. 8. Directional Change.

2. Reactive Change.
3. Anticipatory change. 4. Planned Change. 5. Incremental Change. 6. Operational Change.

9.Fundemental Change.
10. Total Change. 11.Transformational Change 12. Revolutionary Change. 13. Recreation.

7. Strategic Change.

Types of change and its nature. 1. Happened Change. (Unpredictable occurs due to external causes over which an
individual has little or no control. May have profound traumatic effect.

organisation or an

2. Reactive Change. (Response to an event or series of events. This may have an immediate effect on a
selective sub-system or function and may effect the whole organisation.

3. Anticipatory change. (Changes carried out in expectation of an event. In anticipation of such change
the organisation may tune in (Incremental change) or reorient itself.

4. Planned Change. (Basically an operational change on a calculated pre determined change as a response
to the external or internal demands.)

5. Incremental Change. (Can be an operational change implemented on a selective and sequential

basis.)

6. Operational Change.(Improvement of quality, quantity, time- bound ness < in unit cost of operation in
product development or service.

7. Strategic Change. (Well thought change involving the whole or part of the organisation. Essentially to
full fill certain specific long term / medium term or short term organisational goals.

8. Directional change. (Occurs under Severe competitive environment, regulatory shifts in government
policies .

9. Fundamental Change. (Occurs when an organisation redefines its purpose or mission.) 10.Total Change. (Developing new vision to achieve turnaround etc. A drastic surgery of existing
severe threat to it's survival ) system.)

11.Transformational change. (Change involving the entire or a greater part of the organisation due to 12. Revolutionary Change. (Abrupt changes in the organization's strategy and design. )

Strategic Planning (Deliberate Change) The process of Formulating, Implementing, & evaluating decisions that enable an organization to achieve its objective. (Three Fundamental Assumptions) Strategic Planning is deliberate. S.P. occurs when current objectives no longer can be met. New Organizational Objectives require new strategic plans.

About what do companies make Strategic Plans? (1) Products & services (2) Organizational Structure. (3) Outsourcing

Process of Change
Asses Environment Determine Performance Gap Diagnose Org. Problems. Identify Source of Resistance.

Follow Up the Change.

Implement Change.

Set Goals.

Reduce Resistance.

Change Models. Kurt Lewins model

Unfreezing
Unfreezing creates discomfort, pain which in turn creates guilt and anxiety, this motivates person to change simultaneously the person should feel comfortable in dropping the old behaviors & acquire new ones i.e the person should feel the psychological safety to replace old behaviors.

Changing
Changing involves the person getting/acquiring knowledge, the technique to convert the same in to practice on a continuous basis and showing evidence that the change is possible & desirable. This is a motivating evidence, for others to follow and acts as a re-enforcement.

Refreezing
This stage involves integration of new behaviors into the persons personality and attitude. In this stage of change stabilisation takes place.

Kurt Lewins 3 Stage Model.

(Assumptions of the model)

Change involves Learning something new. This also involves discontinuing current attitudes, behaviors, or organizational practices. Motivation is precondition to change. Manpower is the hub of Change process. Resistance inevitable even if the goals of change are highly desirable. Effective change requires reinforcing new behavior, attitudes & Org. Practices.

Stages of Lewins Model Unfreeze. Changing. Freeze.

Force Field analysis.

Change Issues

Driving Force

Resisting Force

Weak

Weak

Strong Force

Moderate

Equilibrium

No change

Change

Use of Force Field analysis. Use of force field.

1. Investigate balance of power 2. Identify the most important player, stake holders and target group for a campaign on issues. 3. Identify opponents and allies. 4. Identify how you can influence each target group.

Steps in a Force Field Analysis: Process.

1. Describe the current situation. 2. Describe the desired situation. 3. Identify where the current situation will go if no action is taken. 4. List all the forces driving change toward the desired situation. 5. List all the forces resisting change towards desired situation. 6. Discuss and integrate all the forces ;Are they valid? Can they be changed? Which are the critical ones? 7. Allocate a score to each of the forces say 1 to 10. 8. List the forces as shown in the chart. 9. Determine if change is viable and progress can occur. 10. Discuss how restraining forces strength can be reduced and how to increase the driving force. 11. Remember step 10 can give rise to other forces or may> or < the forces.

7 Stage Model of change.

1. Develop the need for change. 2. Establish change relationships. 3. Clarification/Diagnosis of clients Problem. 4. Examine & Establish alternate routs/Goals. 5. Transform change intentions into efforts. 6. Generalize & Stabilization.

7. Achieving Terminal Relationship between client & consultant.

Systems Model of change.

(Assumptions of the model)

Any Change large or small has a cascading Impact.

Three main components of this model are Inputs.

Target elements of change.

Out put.

Systems Model of change.

Organizing arrangement Policies. Roles. Procedures. Structures. Rewards. Physical Setting. Goals Desired & End Result. Priorities. Standards. Resources. Organizational Linkage

Inputs
Internal Strength. Weakness External. Opportunities Threats.

Outputs
Social Factors. Organizational Culture. Group Process. Communication. Leadership. Inter personal Interaction.

People Knowledge. Ability. Attitudes. Motivation. Behavior.

Organizational.
Level. Department Or Group Level. Individual Level.

Methods

Strategy

Processes. Work flow. Job Design. Technology.

Action Research Model of change.

1. Identification of a problem area, which the organization or group or an individual is sufficiently

concerned &wants to take action.

Significant Elements of action Research

2. Selection of a specific problem and the formulation of a hypothesis or prediction that implies a goal
and a procedure for reaching it. This specific goal must be viewed in relation to the total solution.

3. Careful recording of actions taken and the accumulation of evidence to determine the degree
to which the goal has been achieved.

4. The interface of this evidence of generalizations regarding the relation between the actions
and the desired goal.

5. Continuous retesting of these generalizations in action situations.

Action Research Model of change.

Feedback to Key client /client Group. Joint Action Planning (Objectives of Change Program and means of attaining it. Feedback to client Group (Summary feedback to the group by the consultant. Discussion and work on data feedback by client group (new attitudes, new perspectives emerges)

Data Gathering

Secondary Data Collection. Discussion &work on feedback &emerging data Action planning (Determination of objectives & how to get there)

Data Gathering &Diagnosis by consultant.

Action Planning Consultation with behavioral Scientist

Feed back

Action New behavior

Key Executive Perception of Change related Problems.

Action /results

Data Gathering (reassessment of state of changed system)

Comparison of planned change.

(A) Lewins Change Model Unfreezing (B) Action Research Model Problem Identification Consultation with Behavioral Science Expert Data Gathering & Preliminary Diagnosis Feedback to key client or Group Contemporary Action Research

(C)

Choose Positive Subjects

Choose Positive Success Stories with broad Participation Examine Data & Develop Possible Propositions Develop a vision with Broad Participation

Movement

Refreezing

Joint Diagnosis Of Problem Joint Action Plan Action Data Gathering

Develop action Plans

Evaluate

Continuum of Resistance to Change

Enthusiastic Cooperation Cooperation under pressure from Management. Acceptance Passive Resignation Influence. Apathy loss of interest in the job. Doing only what is ordered. Regressive Behavior
Non-Learning Protest Work to rule. Doing as little as possible Slow Down

Acceptance

Indifference. Passive Resistance.

Active Resistance.

Personal Withdrawal (Increase time off job & away from work)
Committing Errors. Spoilage Deliberate Sabotage.

Approaches to Organizational changes.

Technology Socio technical System Information Technology

Redesign Re-engineering. Restructuring.

Organization Change
Technology-Based Job Simplification. Job Enrichment.
Dooms Day Management

People Oriented O.D. H.R.M. Systems.

Individual Barriers To Change

Economic Insecurity. Fear Of Unknown Threats Of Social Relationships. Habit. Failure to recognize need for change.

Organizational Barrier to Change

Structural Inertia. (The Organizational forces acting on employees,
encouraging them to perform their jobs in a certain ways (e.g. training, reward systems,) thereby are making them resistant to change.)

Work group inertia. Threats to Existence Balance of Power Previously Unsuccessful Change efforts An Example (Successful or otherwise)

Source of Resistance to Change.

Fear. Vested Interest. Misunderstanding. Assessments. Inter Organizational Agreements. Climate of mistrust. Fear Of failure. Loss of status & job security. Peer pressure. Personality conflicts. Lack of tact & poor timing. Non-reinforcing reward / Motivation system. LOSS OF CONFIDENCE Lack of purpose.

6 Strategies for over coming resistance to change

Approach
Education + Communication Participation + Involvement

Commonly Used Situation.

Where there is lack of information or inaccurate information.

Advantages.
One persuaded, people would often help with the implementation of the change. People who participate will be committed to implementing change, & any relevant information they have will be integrated into the change plan. No other approach works as well with adjustment problems.

Drawbacks
Can be very time consuming.

Where the initiators do not have all the information they need to design the change & where others have considerable power to resist.

Can be very Time Consuming if participators design an inappropriate. Change.

Facilitation + Support

Where people are resisting because of adjustment problems.

Can be Time Consuming expensive, and still fail.

(RLB)

6 Strategies for over coming resistance to change

Approach
Negotiation + Agreement

Commonly Used Situation.

Where someone or some group will clearly lose out in a change and where that group has considerable power to resist. Where other tactics will not work or are too expensive. Where Speed is Essential & the change initiators possess considerable power.

Advantages.
Sometimes it is a relatively easy way to avoid major resistance.

Drawbacks
Can be too expensive in many cases if it alerts others to negotiate for compliance.

Manipulation + Co-operation

It can be relatively quick & inexpensive solution to resistance problems. It is Speedy & can overcome any kind of resistance.

Can lead to future problems if people feel manipulated. Can be Risky if it leaves people mad at the initiators.

Explicit + Implicit coercion

Managerial options for change Top-Down Approach (Most common approach in any organisation this amounts to pushing the
change from top to bottom. However changes like structure, replacement of a senior person reporting system etc come under this type of change.(1) Reasons for the existing undesirable factors can be traced to one single factor and the change will also be effective by addressing such issue.)

Laissez-Faire Approach

(It is just the opposite to the top-down approach. It presupposes that systems can change only when
its members change. Secondly it also believes that people are rational beings and they follow their rational self interest. The people will change when they realise that the change is advantages to them Therefore organizations should create an atmosphere where in the people keep on getting information about those things that will directly and adversely have an impact on them. One of the consequences of this approach is that it delegates too much too much responsibility for defining and acting on change to the subordinates.

Collaborative approach
attitudes of the people.

(This approach is takes the middle path between the earlier two approaches. The underlying

assumption of this approach is that organization systems which needs to be changed are not mechanical procedures or exhibits in the organization charts. Rather than they are defined by the patterns of behaviors and practices which are rooted in the socio cultural norms , values and

Organizational Culture.

Organizational Culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations.

O.C. is the social glue that binds the members of the organization together
Dimensions of O.C. Innovation & Risk taking. Attention to details. Outcome orientation. People Orientation. Team Orientation. Stability. Aggressiveness.

Classification Of culture

Dominant Culture:

Sub Cultures:

Expresses the core value that are shared by the majority of the organizations members. It is the macro View.

Core values it is again part of such small Functional groups and these groups will Again have its own
values like the audit Dept.
Strong Culture: the core values are both Intensely held and widely shared

These tend to develop in large organizations to reflect common problems, situations, or experiences that members face in a smaller sub group like that of purchase function etc.

Classification Of culture

Bureaucratic Culture. An Organization in which employees value formalization, rules, standard

operating procedures, and hierarchical coordination.)

Clan Culture.

The attributes of tradition, loyalty, personal commitment, extensive socialization, team-work, self-management, and social influence.

Entrepreneurial Culture.

Exhibits high level of dynamism creativity and risk taking.)

Values achievement of measurable and demanding goals, especially those that are financial and market based.

Market Culture.

Classification Of culture
Flexible Clan Culture orientation Entrepreneurial Culture

Formal

Control

Bureaucratic Culture Stable

Market Culture

Internal

External

Focus of Attention

Organisational change, Values and National Culture

Is a unique pattern of shared values and norms that shape the socialization activities language symbols rites and ceremonies of a group. Elements of Culture Shared Assumptions. Shared Value Socialization Symbol Language Narratives Taboos Rites& Ceremonies.

Societal Culture. Industry Culture. Organizational Culture.

Comparison Of Industry culture.
Employee- oriented Concern Focuses on the people during the work.
Parochial Employees identify themselves with the organization they work. Open System. Many types of people can feel comfortable in the organization. Loose Control. Codes of conduct allows large variations among employees.

Result Oriented. Concern Focuses on achievement of stated goals.

Professional. Employees identify themselves with the type of work they do or their profession. Closed System The type of person who fits is narrowly specified. It takes time for one to feel at home. Tight Control. Written & unwritten rules exert tight behavioral control.

Principal Meaning, Interpretations, & Images.

Expressions Commonly Used in Management U.S. Japan

Company. Business Goal. Employees. Human Relations. Competition. Profit motivation.

Team in sport To win Players in a team. Functional. Cutthroat. By all means.

Family in a village To survive. Children in a family. Emotional. Cooperation. Means to an end.

Sense Of identification.
Work motivation. Production. Personnel. Promotion. Pay.

Job Pride.
Individual Income. Productivity. Efficiency. As per ability. Service & result.

Group Prestige.
Group atmosphere. Training & Diligence. Maintenance. Seniority of service. Considered as an Award for patience & Sacrifice.

Hofsteds 4 Cultural Dimensions. Individualism / Collectivism.

U.S.A. Japan Thailand, Venezuela

Individualism

Collectivism
Japan U.S.A. Austria.

High Power Distance

Philippines

Low Power Distance

Power distance. (Is the extent to which less powerful members of organization accept the unequal distribution of power, i.e. the degree to which employees accept that their boss has more power than they do.)
Greece Japan, U.S.A. Singapore.

Uncertainty avoidance. (Is the extent to which people feel threatened by ambiguous situations and the degree to which they try to avoid these situations.)

Masculinity / Feminity. (Is the extent to which the dominant values in a society emphasize relationships among people, concern for others & interest in quality of work life.)

Japan

U.S.A.

Portugal

Sweden.

Fons Trompners 4 Cultural Dimensions

Universalism Vs Particularism.

Individualism Vs Collectivism. ( Is the extent to which less powerful members of

Organisation accept the unequal distribution of power, i.e. the degree to which employees accept that their Boss has power than they do.

Framework for understanding Organizational Culture.

Macro Culture. Country Society Industry Location

Organizational Culture Types of culture Shared Assumptions Bureaucratic. Shared Values Clan Shared Socialization & Norms Entrepreneurial _ Shared Symbols Market _ Shared Language. _ Shared Narratives. - Shared Practices.

Implications. Organization Performance

Individuals
Performance.

Customer
Satisfaction

Legal
Compliance

Knowledge Management.
Knowledge management is the process of gathering a firms collective expertise Wherever it resides in data base, on paper, or in peoples heads and distributing it Wherever it can help produce the big payoff (Hibbard 1997) Knowledge management is the art of creating value from an organization's intangible assets (Sveiby 2000) Knowledge management is the classification ,dissemination and categorization of information and people throughout an organization. (Taft 2000) Knowledge management is the discipline of capturing knowledge based competencies and then storing and diffusing that knowledge into business. It is also the systematic and organized attempt to use knowledge within organization to improve performance. ( KPMG) Knowledge management is accumulating knowledge assets and using them effectively to gain competitive advantage. (Brooking) Knowledge management includes a combination of software products and business practices that help organizations capture, analyze and distill information (Craig)

Knowledge Management
Knowledge management ( KM) is a newly emerging , interdisciplinary business model that has, knowledge within the frame work of an organization, as its focus. It is rooted in many disciplines, including business, economics, psychology, and information management. It is the ultimate competitive advantage for today's firm.

People (Work force)

Knowledge

Organizational Process

Technology (It infrastructure.)

K.M.S Evolution

Traditionally a pre defined recipe of success in which companies have been run by mottos and age old business practices accepted as successful business practices.

Do the traditional things harder and harder firms started loosing profits and Market share. This lead the business leaders think and they came to a conclusion

The success of yesterday no longer helps in today's scenario. The present looks For constant change in terms of product, service , quality , price etc.

Therefore K.M. has acquired a great importance and provided a cutting edge to the business men across the globe.

K.M.S Evolution
Pace of change has dramatically accelerated during the past decade.
Globalization has changed the organizations scope. Downsizing and quick attrition has resulted in Knowledge drain. Net working and data communication has made it easier and faster to share knowledge.

The increasing dominance of knowledge as a basis for improving efficiency and effectiveness trigged many companies to find means of utilizing the knowledge they have gained from previous experience.

Factors emerging in recognition of importance of organizational knowledge

Concern over how to deal with exponential increase in the amount of available knowledge

Increasing complex product and service process, and consumer awareness and knowledge.

Computer and information technology contributing so heavily to profusion of information.

Need for K.M. Increasingly competitive marketplace and the speed of innovation.

Employee attrition and or lay-offs create a need to change

informal knowledge with formal knowledge.

Job hopping/knowledge work foe attraction by competitor reduces

the size of work force that holds valuable knowledge base.

Time availability to acquire knowledge has reduced. Premature retirement and > mobility of work force leads to loss
of knowledge.

Change is strategic direction may lead to loss of knowledge in a

particular field.

Need for continues knowledge updating is inevitable for survival

K.M. Drivers

Knowledge based Drivers :Technology Drivers :Intra Organizational Drivers :Human Resource Drivers :Process Drivers :Economic Drivers :-

Four process view of K.M. CAPTURING

-Data entry -Scanning -Voice input -Interviewing

ORGANISING

-Cataloging -Indexing -Filtering -Linking

- Brainstorming

-Codifying

REFINING

-Contextualizing

TRANSFER

-Flow -Sharing

-Collaborating
-Compacting -Projecting

-Alert
-Push

-Mining

K.M. Cycle & organization

Organizational Personnel

Management Decision Making KM life cycle Capture Gather Organize Refine

Culture

Information Technology

Knowledge is understanding gained through experience or study It is Known how or familiarity with how to do something that enables a person To perform a specialized task. It may also be an accumulation of facts, procedural Rules, or heuristics. Fact is a statement of some elements of truth about a subject matter or a domino

e.g. milk is white and sun rises in the west and sets in the west etc. A procedural rule is a rule that describes a sequence of relations relative to the
main. e.g. if the traffic signal shows red stop and if green you may proceed. A heuristic is a rule of thumb based on years of experience.

Intelligence :-This

refers to the capacity to acquire and apply knowledge. It is the ability to build or improve upon knowledge, to transform as much of ones knowledge as possible into knowledge that can be used to make good decisions. An intelligent person is one who has the ability to think and reason. The ability to store and retrieve relevant experience at will is

Memory :Learning :Data

part of intelligence. How the brain stores and retrieves is memory.

It is knowledge or skill acquired by instruction or study. It is inevitable consequence of intelligent problem-solving , intelligent people learn quickly and make effective use of what they learn. It is the unorganized and unprocessed raw facts. They are static; they just sit here. It is also a set of discrete facts about events. word is derived from the word inform which means to give shape to information means shaping the data to arrive at a meaning in the eyes of the perceiver. It is an aggregation of data that makes decision easier. refers to the unreflective opinions of ordinary humans which comes naturally to a child as young as 3 to 4 years and beyond.

:-

Information:-This

Common sense:-This

Non Programmable

Wisdom Knowledge
(Actionable in formation)

Information
(Data in formation)

Data

Programmable

Shallow :Deep :-

Types of knowledge
Readily recalled surface knowledge. That which indicates minimal understanding of the problem.
Acquired through years of experience and dedicated practice.

Procedural :- Is an understanding of how to do a task or carry out a procedure. It is

knowledge contained in the application of Procedure. Procedural knowledge usually involves psychomotor skills such as holding on to the rails while riding an escalator.

Declarative :- The

information that experts can easily discuss. Unlike procedural knowledge it is awareness knowledge or routine knowledge of which the expert is conscious of. It is a shallow knowledge that is readily recalled , because it is often simple and uncomplicated

Semantic :Episodic :-

This is a deeper kind of knowledge. It highly organized and chunked knowledge . The information is used so often that it becomes the second nature.
This is based on experimental information or episodes. Each episode is chunked in long term memory. In general the longer the human expert takes to explain or verbalize his knowledge the more semantic or episodic it is.

Tacit :Explicit :-

This knowledge is embedded in the human mind through experience and jobs. This was coined by a Hungarian medical scientist Michael Polanyi it includes intuitions , values and believes that stem from years of experience. It is best transmitted by dialogue. This is codified and digitalized in book documents reports, white papers spread sheets, memos, training courses and the like.

Shallow Knowledge

Procedural Knowledge
Knowledge of how to do a task that is essentially motor in nature, the same knowledge is used over and over again

Declarative Knowledge
Semantic Knowledge
Deep Knowledge

Episodic Knowledge

A comparison of declarative and Semantic knowledge

Declarative Knowledge
Head lights are Dim

Therefore

Battery is Faulty

Semantic Knowledge
Head Lights Connected to Connected to Electrical Systems Has a Positive terminal Connected to Alternator Battery Has a Negative terminal

A conceptual model of Expertise.

Prerequisite to
Conceptual Knowledge Practical Knowledge Experienced based training of juniors Provide mentorship

Contributes to

Leads to

Academic Preparation

Experience (Deliberate Practice)

Loan Expertise
Indicator Of Expertise
Minimum or No bad Loans Self Confidence

Three type of human learning.

Learning by Experience :- Trial and error or reworking problem is used to acquire

experience in problem solving. An expert uses experience to explain how a problem is solved.

Learning by example :-

Specially constructed examples or scenarios are used to develop the concept (s) the student is expected to learn. In knowledge capture the human expert uses a scenario to explain how a problem is solved.

Learning by Discovery :-

This is an undirected approach , where humans explore a problem area with no advance knowledge of what their object is.

Conventional System Vs KM System Life cycle

Conventional System Life Cycle
Recognition of need and feasibility study

K M System Life Cycle

Evaluate Existing Infrastructure

Software requirements specification Logical Design (master plan) Physical Design (Coding) Testing

Form Knowledge Mgmt. Team. Knowledge capture Design KM blue print Verify and validate the KM system Implement the KM System Manage Change and reward structures

Corrections

Corrections

Implementation (File conversion, user trg.)

Operations and Maintenance Post system evaluation.

Matching Business Strategy with KM Strategy

Business Environment
Competitive Threats; Government Regulations; Customer threats

Strategic Plan
Impacts
Regarding products or services, Market, Customers, or suppliers

Impacts

Enables

Drives

KM Technology Quality and reliability of the infrastructure and IT staff & Resources

KM Strategy Focus on competitive Advantage, role of IT& level of creativity & Knowledge Innovation.

Enables

Calculation and Judgment views in problem-solving

Calculation View (Data Base)

Conventional Information System

Judgment View (Knowledge Base)

Knowledge Developer Interface Expert/Knowledge Worker

Calculation

Data Manipulation

KM System

Results, Solutions Answers, and Advice

Database File

Knowledge Capture and transfer Through Teams

Team/s Performs specialised tasks.

F e e d b a c k

Outcome Achieved.

Evaluate Relationship Between Action and Outcome.

Database File

Knowledge Transfer Method Selected

Knowledge Developer.

Planned Learning & Learning from experience.

High
P L A N N E D
L E A R N I N G

Warrior

Sage

Sleeper
Low LOW

Adventurer

Learner from Experience

High