KM Cycle
Rote Learning
Rote learning is a memorization technique based on
repetition. The idea is that one will be able to quickly
recall the meaning of the material the more one repeats
it.
Some of the alternatives to rote learning include
meaningful learning, associative learning, and
active learning.
KM Cycle
Knowledge management cycle is a process of
transforming information into knowledge within an
organization.
It explains how knowledge is captured, processed, and
distributed in an organization.
KM Cycle
Knowledge Management Cycle, Source: McIntyre, Gauvin and Waruszynski, 2003
Major KM Cycles
1. Meyer and Zack KM Cycle
2. Bukowitz and Williams Cycle
3. McElroy KM Cycle
4. Wiig KM Cycle
Meyer and Zack KM Cycle
KM Cycle processes are composed of
Technologies
Facilities
Processes of manufacturing products and services
Information products are repositories comprising
information content and structure , which is unique for
each organization
Meyer and Zack KM Cycle (Contd..)
Information content is the data held in the repository
that provides the building blocks for the resulting
information products
such as banks have content relating to personal
and commercial accounts
The major developmental stages of a knowledge
repository and mapped these stages onto a KM cycle.
Meyer and Zack KM Cycle (Contd..)
Product Platform Product Family
S U
o Content S
u Repository Packaging format e
R Content Access Distribution r
c Structure Interactivity s
e
s
Acquisition Refinement Storage Retrieval Distribution Presentation
Meyer and Zack KM Cycle (Contd..)
Stage 1: Acquisition
1. Acquisition deals with origin of raw material
Scope
Breadth
Depth
Credibility
Accuracy
Timeliness
Relevance
Cost
Control
Exclusivity
The guiding principle is that, highest quality source data is required,
else the intellectual products produced downstream will be lower.
Meyer and Zack KM Cycle (Contd..)
Stage 2: Refinement
2. Refinement may be
physical (like migrating from one medium to another) or
logical (like restructuring, relabeling, indexing and integrating).
Refining includes
cleaning up (like sanitizing content so as to ensure complete
anonymity of sources and key players involved or
Standardizing(like conforming to templates of a best practice
or lessons learned as used within that particular organization.
This stage also adds up to the value by creating more readily
usable knowledge objects and by storing the content more
flexibly for future use.
Meyer and Zack KM Cycle (Contd..)
Stage 3: Storage
3. Storage and retrieval forms a bridge between the upstream
addition and refinement stages that feed the repository and
downstream stages of product generation.
Storage can be physical
Files, folders, printed information
As well as digital
Database, knowledge management software
Meyer and Zack KM Cycle (Contd..)
Stage 4: Storage & Distribution
4. Distribution defines how the product is to be delivered to the
end-user like
Fax ,Print, e-mail
It not only encloses the medium of delivery but also time,
frequency, form and language, and so on..
Meyer and Zack KM Cycle (Contd..)
Stage 5: Presentation
Context plays an important role in presentation or application
stage. The performance of each of the preceding value-added
steps is evaluated here – for example,
does the user have enough context to be able to make use
of this context?
If not, the KM cycle has failed to deliver value to the individual
and ultimately to the company.
Eg: A Basic Database may represent an example of
knowledge that has been created. Value can then be added
by extracting Trends from this data.
Bukowitz and Williams KM Cycle
Bukowitz and Williams KM Cycle
Get
Seeking out information
Tacit and explicit
Being selective when faced with information overload
Use
Combine content in new and interesting ways to foster
innovation in the organization
Learn
Learning from experiences
Creation of an organizational memory
Bukowitz and Williams KM Cycle (Contd..)
Contribute
Motivate employees to post what they have learned to a
knowledge base
Link individual learning and knowledge to organizational
memory
Assess
Evaluation of intellectual capital
Identify assets, metrics to assess them and link these
directly to business objectives
Eg: A Basic Database may represent an example of
knowledge that has been created. Value can then be added
by extracting trends from this data.
Bukowitz and Williams KM Cycle
Build
Allocate resources to maintain knowledge base
Contribute to viability, competitiveness
Divest
Should not keep assets that are no longer of any business value
Transfer outside the organization
E.g. outsourcing
Patent, spin-off companies,…etc
McElroy KM Cycle
Source: McElroy(1999)
Wiig KM Cycle
Processes by which we build and use knowledge
As individuals
As teams(communities)
As organizations
How we
Build knowledge
Hold knowledge
Pool knowledge
Apply knowledge
Discrete tasks yet often
interdependent ¶llel
Wiig KM Cycle
Personal experience
Formal education and training
Build Knowledge
Intelligence sources
Media, Books, Peers
Hold Knowledge In people
In tangible forms(books)
In KM systems(intranets, dbase)
Pool Knowledge Groups of people-brainstorm
Use Knowledge
In word context
Embedded in work process
Building Knowledge
Learning from all kinds of sources to;
Obtain knowledge
Analyze knowledge
Reconstruct(Synthesize) knowledge
Codify and model knowledge
Organize knowledge Obtain
Organize Analyze
Codify Reconstr
&Model uct
Holding Knowledge
In people’s minds, books, computerized knowledge bases, etc.,
Remember knowledge-internalize it
Cumulate knowledge in repositories(encode it)
Embed knowledge in repositories(within procedures)
Archive knowledge
Create scientific library, subscriptions
Retire older knowledge from active status in repository
(e.g. store in another medium for potential future retrieval -CD ROMs,
etc)
Remember Cumulate Embed
Archive
Pooling Knowledge
Can take many forms such as discussions, expert networks and
formal work teams
Pooling knowledge consists of:
Coordinating knowledge of collaborative teams
Creating expert networks to identify who knows what
Assembling knowledge-background references from libraries
and other knowledge sources
Accessing and retrieving knowledge
Consult with knowledgeable people about a difficult
problem, peer reviews, second opinions
Obtain knowledge directly from a repository-advice,
explanation
Using Knowledge
Synthesize alternative solutions, identify options, create new
solutions
Evaluate potential alternatives, appraise advantages and
disadvantages of each, determine risks and benefits of each
Use knowledge to decide what to do, which alternative to select
Rank alternatives test the extent of feasibility, and
acceptability
Implement selected alternative
Choose and assemble tools needed
Prepare implementation plan, distribute it, authorize
team to proceed with this solution
Using Knowledge-examples
Expert mechanic encounters new problem
Gathers information to diagnose and analyze
Synthesizes a list of possible solutions with the tools he knows
are available to him
Decides on the best option and uses it to fix the part
Non-routine tasks are approached in a different way than
familiar, standard one.
Integrated KM Cycle
Proposed by Kimiz Dalkir
KM Cycle Models -Comparison
KM Cycle Models -Comparison
Source: Integrated KM Cycle, Dalkir 2011
Five critical Knowledge Functions for each KM
Cycle Step
Type of knowledge or skill involved
Securities trading expertise
Business use of that knowledge
Increase the value of retirement portfolio
Constraints that prevents knowledge from being fully utilized
Expert will retire at the end of the year with no successor
Opportunities and alternatives to manage tacit knowledge
Elicit and codify knowledge before person retires
Expected value added of improving the situation
Valuable knowledge is not lost to organization
Class Activity No: 6
(KM Cycle)
Example 1
Lessons Learnt in KM Cycle
Views of students
