Knowledge lifecycle
Contents
Definition
A model describing the production of knowledge, its validation, the integration of new knowledge into the organization's knowledge base, and the feedback of this new knowledge into the production, thus closing the cycle
Purpose and benefit
The knowledge lifecycle assures that only those knowledge will be incorporated in the organization's knowledge base and operational environment, which undergoes a process of organizational validation. This approach helps to avoid invalid knowledge entering in the operational environment of the organization.
Description
The concept of a knowledge lifecycle is one of the central points in what is often referred to as "the second generation of KM", it's main proponent being "The New Knowledge Management" [1]. In contrast to the first generation, which concentrated on the organization and distribution of already existing knowledge, the second generation of KM is concerned with knowledge production, the creation of new knowledge.
The basic idea of the knowledge lifecycle according to The New KM is Karl R. Popper's fallibilism doctrine, which states that any truth or theory cannot be proven by verifying its propositions, since humans are fallible and can never know the truth with certainty. Thereby, a theory can only be hold valid as long as it is not disproved by experiment or experience, which is termed falsification. According to the knowledge lifecycle knowledge production occurs in 3 stages (see Fig. 1):
- The individual/organizational learning or knowledge acquired externally will lead to the formulation of a knowledge claim. In order to process further, the knowledge claim should be codified.
- The knowledge claim undergoes a process of organizational validation. At this stage the knowledge claim can fall into one of the 3 following categories:
- Validated knowledge claim. The knowledge claim has gone through the organization's validation process, it has been analysed and found that is was valid (i.e. not falsified)
- Invalidated knowledge claim. The knowledge claim has gone through the organization's validation process, it has been analysed and found that is was not valid. It should not be integrated into the organization's knowledge base. It can either be completely rejected, or sent back to the previous stage for modification and it will form a corrected, new knowledge claim.
- Unvalidated knowledge claim. The knowledge claim has not gone through the organization's validation process, it has not been analysed for validity. It can either be valid or invalid. Further analysis needed.
- If the knowledge is valid (i.e., not falsified), it is integrated into the organization's operating environment, and fed back into the knowledge production processes.This closes the knowledge lifecycle.
Source: http://www.macroinnovation.com/images/KnlgLifeCycle.pdf
Variations
According to the broadness and the specifics of the knowledge to be inserted into the organization's knowledge base the stages of the knowledge lifecycle can be quite simple or quite complicated. For example the safety principles of the NPP is broad and it needs a throughful and wide analysis before adding to the organization's knowledge base, whereas the actual design of a turbine screw needs much less verification and validation process.
Implementation guidance
The knowledge claim formulation must be preceded by two main types of knowledge creation processes:
- Individual and group learning - it unfolds in an individual and group level, but should be influenced by prior validation efforts.
- Information acquisition from external sources - a process by which an organization either deliberately or accidentally
acquires knowledge or information produced by others external to the organization. To reinforce this source the organization should strengthen the external relationships, like membership in consortia, think tanks, research institutes, participation in industry conferences and external training programs etc.
Success factors
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Common pitfalls
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References
[1] McElroy, Mark W.: The new knowledge management. Complexity, learning, and sustainable innovation. Boston, MA: KMCI Press, Butterworth-Heinemann, 2003. ISBN 0-7506-7608-6
