Difference between revisions of "Capture"
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| + | # This is perhaps most significant and most difficult element of full KM cycle, as the [[Tacit knowledge|tacit mode of knowledge]] permeates all procedures.. To make it proper, inside company motivation for capturing knowledge should established and maintained. In fact, this should be a part of organizational culture. | ||
| + | # While preparing to knowledge [[Capture|capture]], an extent of the [[knowledge|knowledge]] to be captured should be known in advance. It is also related to the scope of knowledge subject. To make it controlled, it is better to slice information on complete parts and provide capturing consequently or in connection to particular parts of information. | ||
| + | # Before starting the process, relevant guidelines (procedures) and supportive IT solutions should be in place and all stakeholders should be instructed (or even formally trained) in a subject. Names of persons who own the same knowledge to be captured should know to all stakeholders. In guidelines (procedures) special attention should be made for cases when some knowledge would be processed not identified earlier. | ||
| + | # While preparing the capturing, do not forget to monitor external experience (conferences, workshops, meetings, shared information, etc.) as a source for own KM database. Exit interviews, [[Mentoring|mentoring]], shadowing, debriefing, training are examples of the methods for capturing knowledge. | ||
====[[Capture tools|Techniques for knowledge capture]]==== | ====[[Capture tools|Techniques for knowledge capture]]==== | ||
====[[Special consideration to be taken while capturing knowledge]]==== | ====[[Special consideration to be taken while capturing knowledge]]==== | ||
Revision as of 12:02, 21 August 2013
Contents
Definition
Capture is The knowledge process that brings data, information, or knowledge into the organizational knowledge base. A process of capturing the knowledge available within an organization and making it available. Source: Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation Capture is Template:Capture 2 Source: Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations
Summary
Knowledge capture may be either internal or external knowledge in any form (for example, tacit know-how or explicit technical information). Capture processes should consider the life cycle and may need to address factors such as media, format, speed, costs, volume and intellectual property issues. Capture may also need to include alternatives for source capture and guidelines for hard copy publication (to enable subsequent imaging), preservation of historical documents, as well as standards and quality control procedures.
Description
After having identified key knowledge and sources of knowledge, the next step is to formulate procedures to capture them. Capture is related to processes that bring data and information into a knowledge system. The processes will consider the KM life cycle and should address factors such as media, format, speed, costs, volume and intellectual property issues. They should also include alternatives for source capture and guidelines for hardcopy publication, preservation of historical documents, standards and quality control procedures. This stage of the process includes two groups of activities; the first being the capture of tacit knowledge and the second involving the capture of explicit knowledge.
Capture tools
Source: Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation
Description
- This is perhaps most significant and most difficult element of full KM cycle, as the tacit mode of knowledge permeates all procedures.. To make it proper, inside company motivation for capturing knowledge should established and maintained. In fact, this should be a part of organizational culture.
- While preparing to knowledge capture, an extent of the knowledge to be captured should be known in advance. It is also related to the scope of knowledge subject. To make it controlled, it is better to slice information on complete parts and provide capturing consequently or in connection to particular parts of information.
- Before starting the process, relevant guidelines (procedures) and supportive IT solutions should be in place and all stakeholders should be instructed (or even formally trained) in a subject. Names of persons who own the same knowledge to be captured should know to all stakeholders. In guidelines (procedures) special attention should be made for cases when some knowledge would be processed not identified earlier.
- While preparing the capturing, do not forget to monitor external experience (conferences, workshops, meetings, shared information, etc.) as a source for own KM database. Exit interviews, mentoring, shadowing, debriefing, training are examples of the methods for capturing knowledge.
Techniques for knowledge capture
Special consideration to be taken while capturing knowledge
Debriefing of experts
Alumni programme
Source: National approaches and strategies for Nuclear Knowledge Management
Description
More than ever before, organizations need to find ways to capture employee knowledge and best practices and ensure that they are shared and used throughout the workplace. To achieve this, organizations must uncover and address the gaps between their goals and their current knowledge-transfer practices. New tools and technologies must be supported with process and cultural changes and populated with high-quality structured content. A complete solution requires:
- effective architectures, techniques, and standards for organizing and presenting content effectively;
- new skills to help personnel understand what knowledge to capture, and how to document it, in order to maximize its usefulness to others;
- revised goals and expectations that make knowledge capture a high-priority in everyone's job;
- efficient systems and tools that centralize knowledge content and make it easy to store, access, and maintain.
Source: Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations
References
[1]
