Difference between revisions of "Knowledge management"

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−	{{Clustering stage}}	+	<!--
		+	{{Zoltan}}
−	==Definition==	+	{{DavidBeraha}}
−	{{PAGENAME}} is an {{Knowledge management 3}}	+	{{Complete}},
−	== Summary==	+	{{Consolidation stage}},
−	== Description 1 ==	+	{{Priority}},
−	The IAEA defines knowledge management as: “an integrated and systematic approach for identifying, acquiring, transforming, developing, disseminating, using, and preserving the knowledge that is critical to an individual or organization in achieving specified objectives”. Because knowledge is not a ‘thing’, it is difficult to imagine a process for managing it. A person cannot choose either ‘to do’ or ‘not to do’ knowledge management but they can choose to become knowledgeable, to share and transfer that knowledge to another person.	+	{{Foundation}},
−	The knowledge management approach in business is prompted by the combination of three primary elements — people, processes, and technology — operating within a culture that recognizes the importance of knowledge to the success and safety of all (see Fig. 2).	+	-->
		+	==Definition==
		+	{{ {{PAGENAME}} }}
		+	== Summary==
		+	Knowledge management is by now well established and widely adopted, and documented in a vast body of literature. The IAEA defines Knowledge Management as coordinated, integrated, systemic practices and activities which enable and promote effective knowledge processes and ensure adequate knowledge assets as needed to achieve organizational goals. The KM model adopted contains three primary elements: people, processes and technology and the surrounding and proper organization [[Organizational culture|culture]]. ''Note: Although KM is typically understood in an organizational context as integrated into management system. It can also be applied in several contexts such as e.g. personal, national.''
−	FIG. 2.   The basic elements of knowledge management.	+	== Description==
		+	Knowledge Management emerged as a scientific discipline in the earlier 1990s. Since then, a vast body of literature with fundamental textbooks as well as a large number of Internet links covering a broad range of thoughts on the KM discipline including manifold practical experiences have been established. An overview on many relevant aspects of general (not organization or domain specific) Knowledge Management may be found in [http://en.wikipedia.org/wiki/Knowledge_management Wikipedia].
		+	A number of knowledge management models have been developed and deployed in the development of a knowledge management system. There are two knowledge management reference models used by the IAEA  to explain the concept of knowledge management . The first [[Fraunhofer reference model|Fraunhofer Reference Model for Knowledge Management]] helps to understand in a simple manner how knowledge management supports organizational business processes. The second model demonstrates the 3 sides of knowledge management which should be aliened among each other and organizational environment to make knowledge management effective. Knowledge management focuses on people and [[Organizational culture|organizational culture]] to stimulate and nurture the sharing and use of knowledge; on processes or methods to find, create, capture and share knowledge; and on technology to store and make knowledge accessible and to allow people to work together without being together. People are the most important component, because managing knowledge depends upon people’s willingness to share and reuse knowledge (See Fig 1) [1]. [[File:Components of a KM system.png|thumbnail|right|400px|Fig 1. Primary KM elements and organizational context]].
−	=== People ===
−	Within the general context of this report, it is reasonable to say that knowledge cannot exist without people. We refer to ‘a knowledgeable individual’ — we are unlikely to talk about, for example, a ‘knowledgeable database’. People are a critical part of a knowledge management programme and it is rightly regarded as valuable personal asset that can take a considerable time and investment to accumulate.
		+	It is important to recognize knowledge in organizations exists at an individual level, at a group level, at a department level, and at an organizational level. Further, the level of abstraction and form of knowledge may range from detailed facts, to organized information, to interpretations and analysis, to conceptualizations, to theoretical models, or even wisdom. Knowledge can be considered a resource (i.e. an input), it may be embedded in work methods (i.e. part of a process) or it can be a product (i.e. an output). Knowledge may often be time dependent or contextual, and must be maintained and renewed. [2] Consequently knowledge management should be practiced on all these levels.
−	=== Processes ===	+	On organizational level every knowledge management initiative should start with the development of the own [[Knowledge management strategy]] which is aligned with the overall organizational strategy.
−	The safe operation of any nuclear facility relies largely on the strict adherence to processes that have been shown to be effective and achieve the desired outcomes. Process control is generally achieved through the implementation of documented procedures by suitably qualified people. Knowledge management processes benefit from clear procedures aimed at creating, locating, capturing (or codifying) and disseminating knowledge. Changes to process must be controlled and routinely reviewed to assess the impact on the entire knowledge base.	+
−	=== Technology ===	+	==References==
−	The third component in a successful knowledge management system is technology. The term ‘technology’ can include a broad range from simple databases to complex computer networks (such as the World Wide Web). The use of technology is not critical for the success of knowledge management — but in the modern age it does have a very important role to play, particularly at the global level.	+	[1] INTERNATIONAL ATOMIC ENERGY AGENCY, Knowledge Management for Nuclear Industry Operating Organizations,
		+	IAEA-TECDOC-1510, IAEA, Vienna (2006).
−	=== [[Culture]] ===	+	[2] INTERNATIONAL ATOMIC ENERGY AGENCY, The Impact of Knowledge Management Practices on NPP Organizational Performance — Results of a Global Survey, IAEA-TECDOC-1711,IAEA, Vienna (2013).
−	The way an organization conducts business through its ideals, beliefs, values and knowledge constitutes the basis of combined and coordinated action. An organization’s culture, or ‘the way it conducts its business’ is strongly influenced by its executive management, and the standards the executive demonstrate and demand will shape business culture.	+
−	'''Source:''' [[Knowledge management for radioactive waste management organisations]]	+	==Related articles==
−		+
−	== Description 2 ==	+
−		+
−	{{Knowledge management}}	+
−		+
−	[[File:PPT.PNG|thumb|right|500px|Fig 1. Organisational context for KM]]	+
−		+
−		+
−	'''Source:''' [[Knowledge Management for Nuclear Industry Operating Organizations]]	+
−		+
−	== Description 3 ==	+
−		+
−	The integrated, systematic approach to the identification, acquisition, transformation, development, dissemination, use, sharing and preservation of knowledge relevant to achievement of specified objectives. Knowledge management helps an organization to gain insight and understanding from its own experience. Specific activities in knowledge management help the organization to acquire, store and utilize knowledge.	+
−		+
−	'''Source:''' [[Risk Management of Knowledge Loss in Nuclear Industry Organizations]]	+
−		+
−	== Description 4 ==	+
−		+
−	Knowledge management is defined as an integrated, systematic approach to identifying, managing and sharing an	+
−	organization’s knowledge, and enabling persons to create new knowledge collectively in order to help achieve the	+
−	objectives of that organization.	+
−		+
−	'''Source:''' [[Workforce Planning for New Nuclear Power Programmes]]	+
−		+
−	== Description 5 ==	+
−		+
−	Various definitions of ‘knowledge management’ also exist in literature, however most are consistent with the	+
−	notion that a coordinated approach is required to manage an organization’s knowledge and improve organizational	+
−	performance, and that this is achieved through knowledge creation, structuring, and dissemination processes [8].	+
−	B. Newman defines KM as “…the processes that govern the creation, dissemination, and utilization of knowledge” [9].	+
−	M. Alavi and D.E. Leidner define KM as “…the process to acquire, organize, and communicate knowledge of	+
−	employees so others may be more effective in their work.” [10]. For the purposes of this report, the definition put	+
−	forward by D. Andriessen that KM is “…organizing and optimizing knowledge processes” [11] is deemed to be the	+
−	most appropriate. KM processes are defined in many ways by different authors using various analogous terms.	+
−	G. Hedlund describes KM processes as knowledge capture and storage, transfer and sharing, transformation, creation or	+
−	generation, and representation [12].	+
−		+
−	The IAEA defines KM as “an integrated, systematic approach to identifying, acquiring, transforming,	+
−	developing, disseminating, using, and preserving knowledge, relevant to achieving specified objectives.”	+
−	KM consists of three fundamental components: people, processes and tools [13], and can be clarified in this way:	+
−		+
−	*KM focuses on people and the organizational culture required to stimulate and nurture the sharing and use of knowledge, on processes or methods to find, create, capture and share knowledge, and on the technologyneeded to store and make knowledge accessible and to allow people to work together without being together;	+
−	*KM focuses on processes or methods which find, create, capture and share knowledge. Established	+
−	operational processes are essential to safely operating and maintaining nuclear facilities. Nuclear facilities must rely on strict adherence to procedural requirements in order to assure safe operation and process integrity. Although there are companion procedures through which those processes may be changed, it is imperative in the nuclear industry that any changes to established procedures and processes be rigidly controlled. KM must be integrated into strategic planning, analysis and decision making, implementation of plans, and evaluation of results;	+
−	*KM focuses on technology to store and make knowledge accessible, which allows people to work together without being at the same location. Thus, technology is an important enabler to the success of KM.	+
−		+
−	Thus, nuclear KM is an integrated, systematic approach applied to all stages of the nuclear knowledge cycle,	+
−	including its identification, sharing, protection, dissemination, preservation and transfer. It affects and relates to	+
−	human resource management, information and communication technology, process and management approaches,	+
−	document management systems, and corporate and national strategies.	+
−		+
−		+
−	'''Source:''' [[Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation]]	+
−		+
−	== Related articles ==	+
	[[Knowledge]]		[[Knowledge]]
Line 91:		Line 41:
	[[Nuclear knowledge]]		[[Nuclear knowledge]]
−	[[Category:Knowledge]]	+	[[Nuclear knowledge management]]
−		+
−	== References ==	+
−	[4] Discussion of people, processes and technology from Managing Knowledge & Work: An Overview of Knowledge Management, PLUNKETT P.T. (author) for the Knowledge Management Working Group of the Federal Chief Information Officers’ Council, US General Services Administration, Washington, DC (2001).	+
−		+
−	[8] O’LEARY, D., Enterprise knowledge management, IEEE Computer 31 3 (1998) 54–61.	+
−		+
−	[9] NEWMAN, B., Agents, Artefacts, and Transformations: The Foundations of Knowledge Flows, Handbook of Knowledge	+
−	Management, Springer 1 (2003) 301–316.	+
−		+
−	[10] ALAVI, M., LEIDNER, D., Knowledge management systems: Issues, challenges and benefits, Communications of AIS 1 7	+
−	(1999) 49–63.	+
−		+
−	[11] ANDRIESSEN, D., IC valuation and measurement, classifying the state of the art, J. Intellectual Capital 5 2 (2004) 230–242.	+
−		+
−	[12] HEDLUND, G., A model of knowledge management and the n-form corporation, Strat. Manage. J. 15 special issue (1994)	+
−	73–90.	+
−		+
−	[13] INTERNATIONAL ATOMIC ENERGY AGENCY, Nuclear Knowledge Management Glossary, IAEA, Vienna (2005).	+
−		+
−	==Related articles==	+
−	[[category:KM systems]]	+	[[Category:Knowledge management]]

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Latest revision as of 09:05, 7 April 2016

Definition

Coordinated, integrated, systemic practices and activities which enable and promote effective knowledge processes and ensure adequate knowledge assets as needed to achieve organizational goals. (Last published: an integrated, systematic approach to identifying, acquiring, transforming, developing, disseminating, using, sharing, and preserving knowledge, relevant to achieving specified objectives)

Summary

Knowledge management is by now well established and widely adopted, and documented in a vast body of literature. The IAEA defines Knowledge Management as coordinated, integrated, systemic practices and activities which enable and promote effective knowledge processes and ensure adequate knowledge assets as needed to achieve organizational goals. The KM model adopted contains three primary elements: people, processes and technology and the surrounding and proper organization culture. Note: Although KM is typically understood in an organizational context as integrated into management system. It can also be applied in several contexts such as e.g. personal, national.

Description

Knowledge Management emerged as a scientific discipline in the earlier 1990s. Since then, a vast body of literature with fundamental textbooks as well as a large number of Internet links covering a broad range of thoughts on the KM discipline including manifold practical experiences have been established. An overview on many relevant aspects of general (not organization or domain specific) Knowledge Management may be found in Wikipedia.

A number of knowledge management models have been developed and deployed in the development of a knowledge management system. There are two knowledge management reference models used by the IAEA to explain the concept of knowledge management . The first Fraunhofer Reference Model for Knowledge Management helps to understand in a simple manner how knowledge management supports organizational business processes. The second model demonstrates the 3 sides of knowledge management which should be aliened among each other and organizational environment to make knowledge management effective. Knowledge management focuses on people and organizational culture to stimulate and nurture the sharing and use of knowledge; on processes or methods to find, create, capture and share knowledge; and on technology to store and make knowledge accessible and to allow people to work together without being together. People are the most important component, because managing knowledge depends upon people’s willingness to share and reuse knowledge (See Fig 1) [1]. .

It is important to recognize knowledge in organizations exists at an individual level, at a group level, at a department level, and at an organizational level. Further, the level of abstraction and form of knowledge may range from detailed facts, to organized information, to interpretations and analysis, to conceptualizations, to theoretical models, or even wisdom. Knowledge can be considered a resource (i.e. an input), it may be embedded in work methods (i.e. part of a process) or it can be a product (i.e. an output). Knowledge may often be time dependent or contextual, and must be maintained and renewed. [2] Consequently knowledge management should be practiced on all these levels.

On organizational level every knowledge management initiative should start with the development of the own Knowledge management strategy which is aligned with the overall organizational strategy.

References

[1] INTERNATIONAL ATOMIC ENERGY AGENCY, Knowledge Management for Nuclear Industry Operating Organizations, IAEA-TECDOC-1510, IAEA, Vienna (2006).

[2] INTERNATIONAL ATOMIC ENERGY AGENCY, The Impact of Knowledge Management Practices on NPP Organizational Performance — Results of a Global Survey, IAEA-TECDOC-1711,IAEA, Vienna (2013).

Related articles

Knowledge

Nuclear knowledge

Nuclear knowledge management