Knowledge Management and Learning at NASA
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NASA's PMO: Building and Sustaining a Learning Organization

NASA's PMO: Building and Sustaining a Learning Organization | Knowledge Management and Learning at NASA | Scoop.it
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Managing Knowledge and Learning at NASA case provides a good foundation to understand the deep tacit dimensions of knowledge-even at such technology-rich and engineering driven organization.

 

For decades, NASA lacked an enterprise-wide approach to knowledge management and communication with no structure for capturing institutional knowledge and experience in a meaningful and systemic way.

 

Many factors such as retirement, generational changes heavily contributes to knowledge loss and system needs to quickly adapt to this challenges in order to properly  acquire and maintain this knowledge. However, sometimes the lack of resources may increase the chance to get to lean, elegant solutions.

 

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Knowledge management framework

-A discussion of the elements that make up KM frameworks, including scope, content, sequential vs. non-sequential models, etc.

Giovanni Baldinu's insight:

Knowledge Management  inlcudes 4 core compnonets: People, Process, Content and Technology.  This article well explain what are the main component  of a good KM frameworks that are perfectly applied at McKinsey, the world reference for KM practices.
Identification of need: as consultants knowledge is their competitive advantage.

 

- Identification of knowledge resources: They build the dedicated Mc Kinsey Knowledge Center which includes researchers, industry experts and librarians as well as access to journals and databases.

 

- Acquisition, creation and elimination of knowledge: Mc Kinsey has a culture of generating this knowledge. The center above provides a lot of information, in addition consultants create documents which capture general insights from client engagements.

 

- Retrieval, application and sharing of knowledge: The internal ressources are widely used for assignments. In addition, there are processes to directly contact consultants with previous expertise from a client or from previous employment.

 

- Storage of knowledge: Mc Kinsey is spending millions in KM systems, a key responsibility of partners is to improve KM practices

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Explicit vs Tacit Knowledge

Explicit vs Tacit Knowledge | Knowledge Management and Learning at NASA | Scoop.it
Giovanni Baldinu's insight:

This interesting article explain the two types of knowledge: Explicit and Tacit.

 

Explicit knowledge is knowledge that has been articulated, codified, and stored in certain media. It can be readily transmitted to others.

On the other hand theTacit knowledge is made up of best practices, experience, wisdom and unrecordable intellectual property that lives within individuals . Since tacit knowledge exists within minds, it cannot be  easily reduced  as a material asset or be manipulated directly. Therefore we can state that Explicit knowledge is easier to share and learn thanTacit knowledge.

 

Nowsdays, traditional knowledge management systems can help to share explicit knowledge but the real challenge organizations are facing is how share and manage the critical and scarce Tacit knowledge successfully ? 

 

The articles attempt to answer the question by explaining how the knowledge can be converted from one form into another:

- Socialization (tacit to tacit): Sharing of personal experience and know-how with other people.

 

- Externalization (tacit to explicit): Rationalizing tacit knowledge into explict concepts and models

 

- Combination (explicit to explicit): Exchanging and combining explicit knowledge between individuals

 

- Internalization (explicit to tacit): Embodying explicit knowledge into individual experience

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