Amir Hamzah

Sepanjang Jalan Kehidupan

Information management vs Knowledge management

IM – manage info

Example

Library is an org that manage info similarly with resource center and information system specialist (use tools to manage info—develop sys to manage info)

KM – manage knowledge

Since the characteristic of knowledge is soft, intangible, fluid, subjective and in the head of people so KM uses strategy and tools to manage people….when managing people, KM is tapping their knowledge. These require KM to make use of and maximize the exploit through improvising organizational PROCESSES and creating culture supporting KM environment.

Knowledge is in the brain of the people, so KM tries to find ways to make people interact rapidly to churn out that knowledge and make it available to others. How?

By recording it – available in the form of report, video recording, sharing sessions, voice recording, and make it available in the form of hardcopy/tangible/stories/report/etc and ensuring it is shared through out organization. To do so, requires the skills of librarian to classify knowledge, categorize it, as well the skills of KM specialist, and system specialist to make it available in the company’s portal.

So the approach in doing so is called km strategy—i.e. how to make people share knowledge? Create a sharing platform or session where people share knowledge on certain theme and make it as a routine schedule

The tool to make it happen is called km tool.

How knowldge captured through sharing session could be disseminated to other staffs in the organization? Using portal where the capture of knowldge is made available and stored in the company’s server and made available through portal. Staffs could get access to that particular [email protected] in the portal.

The tool to make it happen is called km tool.

How knowldge captured through sharing session could be disseminated to other staffs in the organization? Using portal where the capture of knowldge is made available and stored in the company’s server and made available through portal. Staffs could get access to that particular [email protected] in the portal.

So the above statement, we could say portal is one of the km tool

Information and IM:

Focus on data and information

Deal with unstructured and structured facts and figures.

Benefit greatly from technology, since the information being conveyed is already codified and in an easily transferrable form.

Focus on organizing, analyzing, and retrieving – again due to the codified nature of the information.

Is largely about know-what, i.e. it offers a fact that you can then use to help create useful knowledge, but in itself that

fact does not convey a course of action (e.g. sales of product x are up 25% last quarter).

Is easy to copy – due to its codified and easily transferrable nature.

Knowledge and KM:

Focus on knowledge, understanding, and wisdom

Deal with both codified and uncodified knowledge. Uncodified knowledge – the most valuable type of knowledge – is found in the minds of practitioners and is unarticulated, context-based, and experience-based.

Technology is extremely useful, but KM’s focus is on people and processes. IT is great for transferring explicit, codified knowledge, but it’s role in the transfer of deeper, internalized knowledge is more complex. Since this kind of knowledge is passed from person to person, through interaction, collaboration, mentoring, etc. and preferably in an unstructured environment, IT tools for KM have to support this function. They are therefore not merely passing on information, but also act as tools to bring people together, to enhance communication, to allow the storage and transfer of unstructured thoughts and notes, etc.

Focus on locating, understanding, enabling, and encouraging – by creating environments, cultures, processes, etc. where knowledge is shared and created.

Is largely about know-how, know-why, and know-who

Is hard to copy – at least regarding the tacit elements. The connection to experience and context makes tacit knowledge extremely difficult to copy. This is why universities cannot produce seasoned practitioners – there are some things (the most important things) that you simply cannot teach from a textbook (or other codified source of information/explicit knowledge). These are learnt in the field and understood on an intuitive level. You cannot easily copy or even understand this intuition without the right experience, context, etc. – and it is this intuition that represents the most valuable organizational knowledge.

Example:

“one kind of decision is always taken when something happen”

since you know that whenever things happen, that decision is taken, then as part of KM initiatives, it becomes rule of thumb that when that thing occur, we need to take that decision, so no need to come over for a meeting to discuss matter related to that, just straight away take that decision – unless the occurence of an event is unique which require defferent approach and decision to be taken – this is one kind of KM strategies – becoz a person in charge knows very well of the problem and the decision to be made based on his years of experience in dealing with it. Unless otherwise better solutions could be gauged just becoz environment has changed, context is different etc.

(Notes from Dr Alwi Mohd Yunus, Faculty of Information Management, UiTM, during an online discussion).

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