Q.1: The Wiig KM model is based on the principle that in order for knowledge to be useful and valuable, it must be organized through a form of semantic network that is connected, congruent, and complete and has perspective and purpose. Explain in detail. (Chapter 3 Wiigs KM Model) (2 Marks)
Q.2: In what ways is the Choo and Weick KM model like the Nonaka and Takeuchi KM model? In what ways do they differ? (Chapter 3 Choo and Weick and Nonaka and Takeuchi KM Models) (2 Marks)
Q.3: Discuss in detail any two techniques of capturing tacit Knowledge? (Chapter 4 Knowledge Capture and Codification) (2 Marks)
Q. 4: Read chapter 5 (Knowledge Sharing and Communities of Practice) and answer the following questions.
a). Explain the concept of communities of practice. (1 mark)
b). Will it be fruitful for the organization to cultivate the communities of practice? If yes, What steps must be taken by the organization to cultivate them. (1 mark)
c). Discuss the concept of skill mining, social network analysis, and Knowledge support office. (2 Marks)
Q.1: Wiig KM Model
The Wiig KM Model posits that knowledge is valuable when it is connected, congruent, complete, and has perspective and purpose.
- Connected: Knowledge must be linked and interrelated to create a coherent and meaningful understanding. This involves establishing connections between different pieces of information and building a network of knowledge.
- Congruent: Knowledge should align with the organization’s goals, strategies, and values. This ensures that knowledge is relevant and useful for achieving organizational objectives.
Q.1: Wiig KM Model
The Wiig KM Model posits that knowledge is valuable when it is connected, congruent, complete, and has perspective and purpose.
- Connected: Knowledge must be linked and interrelated to create a coherent and meaningful understanding. This involves establishing connections between different pieces of information and building a network of knowledge.
- Congruent: Knowledge should align with the organization’s goals, strategies, and values. This ensures that knowledge is relevant and useful for achieving organizational objectives.
- Complete: Knowledge should be comprehensive and encompass all relevant aspects of a topic. This involves gathering and synthesizing information from various sources.
- Perspective: Knowledge should be considered from different perspectives to gain a holistic understanding. This involves considering diverse viewpoints and experiences.
- Purpose: Knowledge should have a clear purpose or application. This means understanding how knowledge can be used to solve problems, make decisions, or create value.
By organizing knowledge according to these principles, organizations can ensure that it is accessible, useful, and aligned with their strategic goals.
Q.2: Choo and Weick vs. Nonaka and Takeuchi
The Choo and Weick KM model and the Nonaka and Takeuchi KM model share several similarities:
- Emphasis on Social Interaction: Both models emphasize the importance of social interaction and collaboration in knowledge creation and sharing.
- Focus on Tacit Knowledge: Both models recognize the significance of tacit knowledge, which is difficult to articulate or codify.
However, there are also some key differences:
- Knowledge Conversion: The Nonaka and Takeuchi model focuses on the process of knowledge conversion, moving from tacit to explicit knowledge and vice versa. The Choo and Weick model is more focused on the broader context of knowledge management and the factors that influence knowledge creation and sharing.
- Knowledge Communities: The Choo and Weick model emphasizes the role of knowledge communities in facilitating knowledge sharing and innovation. While the Nonaka and Takeuchi model also recognizes the importance of communities, it focuses more on the internal processes of knowledge conversion within organizations.
Q.3: Techniques for Capturing Tacit Knowledge
- Shadowing: Observing experts in action can help to capture their tacit knowledge. By observing how they perform tasks and make decisions, others can learn from their experience and expertise.
- Interviews and Storytelling: Conducting interviews and storytelling sessions can help individuals to articulate their tacit knowledge. By sharing their experiences and insights, experts can help others to understand their thought processes and decision-making strategies.
Q.4: Communities of Practice
a). Concept of Communities of Practice:
Communities of practice are groups of people who share a common interest or passion and engage in collaborative learning and knowledge sharing. These communities can be formal or informal, and they may be based on geographic location, profession, or shared interests.
b). Cultivating Communities of Practice:
Cultivating communities of practice can be beneficial for organizations in several ways. It can foster innovation, improve knowledge sharing, and enhance employee engagement. To cultivate communities of practice, organizations can take the following steps:
- Identify Existing Communities: Identify existing communities of practice within the organization and provide them with the resources and support they need to thrive.
- Create New Communities: Encourage the formation of new communities of practice around specific areas of interest or expertise.
- Facilitate Interaction: Provide opportunities for community members to interact and collaborate, such as online forums, workshops, or conferences.
- Recognize and Reward Contributions: Recognize and reward the contributions of community members to foster a sense of belonging and motivation.
c). Skill Mining, Social Network Analysis, and Knowledge Support Office:
- Skill Mining: Skill mining involves identifying and documenting the skills and expertise of individuals within the organization. This information can be used to match individuals with appropriate projects or tasks and to identify knowledge gaps.
- Social Network Analysis: Social network analysis involves mapping the relationships between individuals and groups within the organization. This can help to identify key influencers and knowledge brokers.
- Knowledge Support Office: A knowledge support office can provide resources and support to individuals and teams engaged in knowledge management activities. This may include training, tools, and best practices.
