History of the word and concept "information" The English word apparently derives from the Latin stem information- of the nominative informatio: Inform itself comes via French informer from the Latin verb informare, which means to give form, or to form an idea of.
In short, what are the operational components of a KM system?
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This is, in a way, the most straightforward way of explaining what KM is—to delineate what the operational components are that constitute what people have in mind when they talk about a KM system.
For a wonderful graphic snapshot of the content management domain go to realstorygroup. The term most often used for this is Information on knowledge management Search. This is now not just a stream within the annual KMWorld Conference, but has become an overlapping conference in its own right.
Locating the right expert with the knowledge that you need, though, can be a problem, particularly if, for example, the expert is in another country.
The basic function of an expertise locator system is straightforward: These systems are now commonly known as expertise location systems. There are typically three sources from which to supply data for an expertise locator system: The latter approach is typically based on email traffic but can include other social networking communications such as Twitter, Facebook, and Linkedin.
Several commercial software packages to match queries with expertise are available. Most of them have load-balancing schemes so as not to overload any particular expert.
Typically such systems rank the degree of presumed expertise and will shift a query down the expertise ranking when the higher choices appear to be overloaded. Such systems also often have a feature by which the requester can flag the request as a priority, and the system can then match high priority to high expertise rank.
In the KM context, the emphasis is upon capturing knowledge embedded in personal expertise and making it explicit. The lessons learned concept or practice is one that might be described as having been birthed by KM, as there is very little in the way of a direct antecedent. Early in the KM movement, the phrase most often used was "best practices," but that phrase was soon replaced with "lessons learned.
What might be a best practice in North American culture, for example, might well not be a best practice in another culture. The major international consulting firms were very aware of this and led the movement to substitute the new more appropriate term.
The idea of capturing expertise, particularly hard-won expertise, is not a new idea. Gathering military intelligence was the primary purpose, but a clear and recognized secondary purpose was to identify lessons learned, though they were not so named, to pass on to other pilots and instructors.
It was emphasized that a key purpose of the report was both to make recommendations about strategy for senior officers to mull over, and recommendations about tactics for other skippers and submariners to take advantage of McInerney and Koenig, The military has become an avid proponent of the lessons learned concept.
The phrase the military uses is "After Action Reports.
There must be a system whereby someone, typically someone in KM, is assigned the responsibility to do the debriefing, to separate the wheat from the chaff, to create the report, and then to ensure that the lessons learned are captured and disseminated.
The experiences in Iraq, Afghanistan, and Syria have made this process almost automatic in the military. The concept is by no means limited to the military. Larry Prusak maintains that in the corporate world the most common cause of KM implementation failure is that so often the project team is disbanded and the team members almost immediately reassigned elsewhere before there is any debriefing or after-action report assembled.
Any organization where work is often centered on projects or teams needs to pay very close attention to this issue and set up an after-action mechanism with clearly delineated responsibility for its implementation.
A particularly instructive example of a "lesson learned" is one recounted by Mark Mazziea well known KM consultant. The story comes from his experience in the KM department at Wyeth Pharmaceuticals.
Wyeth had recently introduced a new pharmaceutical agent intended primarily for pediatric use. Wyeth expected it to be a notable success because, unlike its morning, noon, and night competitors, it needed to be administered only once a day, and that would make it much easier for the caregiver to ensure that the child followed the drug regimen, and it would be less onerous for the child.
Sales of the drug commenced well but soon flagged. One sales rep what the pharmaceutical industry used to call detail menhowever, by chatting with her customers, discovered the reason for the disappointing sales and also recognized the solution.
The simple solution was orange juice, a swig of which quite effectively masked the offensive taste. If the sales rep were to explain to the physician that the therapy should be conveyed to the caregiver as the pill and a glass of orange juice taken simultaneously at breakfast, then there was no dissatisfaction and sales were fine.
The obvious question that arises is what is there to encourage the sales rep to share this knowledge? The sales rep is compensated based on salary smalland bonus large.
If she shares the knowledge, she jeopardizes the size of her bonus, which is based on her comparative performance. This raises the issue, discussed below, that KM is much more than content management. The implementation of a lessons learned system is complex both politically and operationally.The School of Information offers four degrees: The Master of Information Management and Systems (MIMS) program educates information professionals to provide leadership for an information-driven world..
The Master of Information and Data Science (MIDS) is an online degree preparing data science professionals to solve real-world problems.. The Master of Information and Cybersecurity (MICS) is . Micro Focus Information Management and Governance solutions enable organizations to take control of data and policy management.
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