Session 1:

Basic Concepts in
Knowledge Management doh.gov.ph
 Game of Seekers
1. Participants should write a practical question they want an
answer. It can be a work or a home-life question.
2. If a participant wants to answer, they should go and introduce
themselves and give their answers.

doh.gov.ph
Instructions
1. Get a half-sheet, write a practical question they want an answer
and tape it to your ID. Questions can be a work or a home-life.
a. How to plan for a surprise retirement party for your boss.
b. How to manage a 2-year old ‘s tantrum.
c. How to invest in crypto currency.
d. Where can I get KM materials in DOH?
2. If a participant wants to answer, they should go and introduce
themselves and give their answers.
3. Participants can also point to someone who knows the answer.

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Rationale of the game..
● how we can make our questions visible to others as
part of our work
● how can we make our work visible to others?
● how to spread knowledge within the DOH?

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What is Knowledge?

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DIKW Hierarchy
Data - simple observation of
states of the world

Information - data endowed

with relevance and purpose

Knowledge - valuable
information from the human
mind

Wisdom – knowledge with

insight

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DIKW Example
Data: turnaround time

Information: correlation
between turnaround time and
customer satisfaction index

Knowledge: process
evaluation and improvement

Wisdom: established
mechanisms to improve
customer satisfaction
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DIKW Analogy: Cake-making
Data: ingredients viewed
separately Data Information

Information: list of
ingredients

Knowledge: recipe Knowledge Wisdom

Wisdom: long-term
experience in cake-making

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PARADOXICAL CHARACTERISTICS OF
KNOWLEDGE
❖ Using Knowledge does not consume it
❖ Transferring knowledge does not consume it
❖ Knowledge is abundant but the ability to use it is
scarce
❖ Much of the organization’s knowledge walks out the
door at the end of the day

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Types of Knowledge

Image source: https://www.tacticalphilanthropy.com/2010/12/explicit-vs-tacit-knowledge-for-impact/

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Types of Knowledge
Tacit Explicit
(Subjective) (Objective)

• highly personal and hard to • can be expressed in words and

formalize numbers and can be easily
communicated and shared in the
• subjective insights, intuitions and form of hard data, scientific
hunches formula, codified procedures or
universal principles

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Types of Knowledge
Tacit Explicit
• Know how • Policy manuals
• Experience • Work processes
• Personal talent • Admin procedures
• Intuitive
• Strategic plan
• Innovative
• Website

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Tacit vs. Explicit Knowledge

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Documenting Tacit Knowledge

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WAYS TO CAPTURE TACIT KNOWLEDGE
Major Approaches: Other Methods:

1. Interviewing experts 1. Workplace Collaboration

2. Learning by being told 2. Documentation
3. Learning by observation 3. Meetings
4. Forums & Informal Groups
5. Training (eLearning)
6. Professional & Social Networks

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SECI MODEL : Modes of Knowledge Transfer
8 Point Agenda Dashboard Project Operationalized

Socialization - (tacit to tacit) Initial meeting on 8PAA

dashboard to identify indicators through stakeholder
discussions (K sharing thru FGDs)

Externalization - (tacit to explicit) 8paa project

document detailing indicators, rationale, methodology
Combination - (explicit to explicit) Develop dashboard
and present to execom for comments and improvement
Internalization - (explicit to tacit) health stakeholders
will internalize the new knowledge created and turn it
into their own tacit knowledge and mental models
SECI model of knowledge creation (Nonaka and Takeuchi, 1995)

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Activity 1.1 (go to your KM Journal)
What makes you productive?

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Session 1:
Basic Concepts in
Knowledge Management doh.gov.ph
Activity Failure Ta DA!

Each group will think of a mistake done in the workplace.

*If no mistake has been identified, think of someone else’s
mistake in the workplace

A representative from each group will share a mistake they

discussed with their group

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 Failure Ta DA!
The representative will go to the center of the room, present his problem
and take a bow.

The audience will applaud after every performance. If they enjoy the failure
story, they can applaud longer and louder.

Frequent Attempt in Learning (FAIL) because

in KM, we do not consider a mistake a failure
but a learning experience
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Why the Need for KM?

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 Signs that you need to manage your
knowledge in the organization
People are constantly There is no clear
reinventing the wheel & direction as to where the
duplicating efforts organization is heading
and the reason for its
existence

People do not know who to

Mistakes are approach or where to go
frequently when they need
committed twice or information to solve a
repeatedly problem
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 Signs that you need to manage your
knowledge in the organization
Knowledge is either
Knowledge sharing,
fiercely protected by
if any, is limited to a
individuals or shared
few people.
reluctantly by
individuals when told
to do so
“Story-telling” or
Knowledge is lost oral communication
when employees of information and
leave the knowledge is
organization common

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What is Knowledge Management (KM)?

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Definition of Knowledge Management (1)

• “Getting the right knowledge to the

right people at the right time…”
• Helping people share and put
information into action in ways that
strive to improve organizational
performance.”
Carla O’Dell and C. Jackson Grayson, Jr., “ If Only We Knew What We Know”

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Definitions of Knowledge Management (2)
•Knowledge management is about collecting
information, connecting people and applying
experience and expertise to relevant situations

•KM is an integrated approach of creating,

sharing and applying knowledge to enhance
organizational productivity, profitability and
growth.
Asian Productivity Organization (APO)

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Common Elements in the Definition of
Knowledge Management
• KM is an organizational strategy, practice and
approach
• It is an integrated and systematic approach
• It involves the process of identifying, creating,
sharing, and applying knowledge
• Knowledge is leveraged to improve organizational
performance
• Collecting information and connecting people
Primer on Knowledge Management; SPRING Singapore

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From the Gurus…
“Knowledge is information that changes, something or somebody –
either by becoming grounds for action, or by making an individual
(or an institution) capable of different or more effective action.”
- Peter F. Drucker

“I define knowledge as a capacity to act.”

- Karl-Erik Sveiby

“Knowledge is information in action.”

- Carla O’Dell and C. Jackson Grayson, Jr.

“Justified belief that increases an entity’s capacity for

effective action.”
- Ikujiro Nonaka
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 “As gold which he
cannot spend will make no man rich,
so knowledge which he cannot apply
will make no man wise.”
Samuel Johnston
(from AS 5037-2005. Australian KM Standard)

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Basic KM Framework

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LET US LOOK HOW
TOYOTA
DOES KM

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Genchi Genbutsu Philosophy
“go see for yourself”

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How it works
• Go and see: Visit the location or process where the problem is
occurring
• Observe: Use your senses to pick up on nuances that data alone
can't convey
• Analyze: Identify the root causes of any issues or inefficiencies
• Develop solutions: Collaborate to create solutions that address the
root causes
• Implement and review: Evaluate the effectiveness of the solutions

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Benefits
• Avoid misunderstandings: Avoid misunderstandings or
lack of information
• Improve decision-making: Improve the effectiveness of
decisions
• Foster a culture of continuous improvement: Establish
a culture of continuous improvement, problem solving,
and effective communication

• The Genchi Genbutsu philosophy applies to analysts,

executives, managers, and workers alike.

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What are the Enablers/Drivers of Knowledge
Management?

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Signs that you need to manage your
knowledge in the organization
There is no clear
direction as to where the
organization is heading
and the reason for its
existence

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Vision and Mission
•Starting point of KM is the Vision and
Mission of the organization
•KM meets the development objectives of
the organization

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KM Enablers/Drivers
•Enablers/Drivers help to propel and speed up the KM
initiative in the organization
•Four enablers/drivers can be identified:

Leadership Technology People Process

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Knowledge Assets

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Activity
• Question: What helps your team do its job well?
• Task: Write at least one answer in your KM journal

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Team Performance Factors

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 What is the
Knowledge Cycle?

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Knowledge Cycle
•Refers to knowledge development and
conversion processes
•Five steps in the knowledge process:
1. Identify: knowledge demands, needs and gaps
2. Create : innovate, improvise, copy, buy, learn
3. Store: document, encode, record
4. Share: transfer, make accessible, teach
5. Apply : use or re-use
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Knowledge Cycle: Identify
•Initial crucial step of the knowledge process
•Find out what critical knowledge is needed to
build the core competencies of the
organization
•Reveal knowledge gaps in the organization

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Knowledge Cycle: Create
•Addresses knowledge gaps through
knowledge conversion and generation of
new knowledge

•Many ways to create new knowledge:

• Individual level
• Team level
• Organizational level
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Knowledge Cycle: Store
•Collection and preservation of
organizational knowledge
•Various forms of storage
•Organized for easy retrieval

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Knowledge Cycle: Share
•Regular and sustained exchange of
knowledge
•Fosters continuous learning to achieve
business goals
•Mutual trust and benefit help foster a
culture of sharing
•Technology can be used to enhance sharing
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Knowledge Cycle: Apply
•The use and reuse of knowledge in the
organization
•Translates knowledge into action
•Knowledge only adds value when it is used
to improve products and services

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What are the Outcomes of
Knowledge Management?

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Outcomes
•Knowledge process enables learning and
innovation at all levels and areas in the
organization
•New products, services, processes, markets,
technologies, and business models
•Build individual, team, and organizational
capability leading to societal capacity
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Outcomes

Leading to:
o Productivity
o Quality products and services
o Profitability
o Growth

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Barriers and Challenges in KM
Develop communities that share knowledge

Design human and information systems to

organize information and to think together

Create a knowledge sharing environment

Be open to ideas of others

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“We hire smart people so that they
can tell us what to do.”
-Steve Jobs

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