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Title: Intranet - Intranets as Knowledge Management Systems Basic concepts and definitions of intranets as knowledge management systems. Also provides white papers and tools.
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Intranets as Knowledge Management
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©
Copyright 2000
iorg.com
Intranets as Knowledge Management Systems
basic concepts and definitions
Steven L. Telleen, Ph.D.
Principal
iorg.com
Many people are beginning to see their intranets becoming powerful
knowledge
management systems. However, as with the early days of any new
approach,
there is an intuitive acceptance of the phenomenon accompanied by much
confusion
around the concepts involved. Additionally, in fields like knowledge
management
and organizational learning, there are existing perceptions and terms
that
may inhibit as much as help our understanding of the new
environment.
This is why it is useful to start with the definitions and
concepts,
since these are the tools we humans use to understand and
communicate.
Here are some definitional concepts you might find useful in thinking
about
the subject.
First, "Learning" is a verb. It is the process of
finding
(or inventing) patterns from chaos. If we start with an ordered
understanding
we can't learn, because we already "know" the patterns and
relationships.
Thus, when people complain about the "chaos" and lack of structure in a
free-form intranet, think of it not as a problem, but as a fertile base
of materials
for organizational learning.
Knowledge, on the other hand, is the repository of
what
we already have learned. It may be explicit, as in books or intranet
content,
or it may be implicit as in relationships and processes that may not be
documented.
Learning and knowledge are not organizational
functions.
They happen to and through individual people. An organization only
"learns"
when an individual is able to impart the understanding to or change the
behavior of the organization as a whole. Thus a learning organization
must encourage and support this type of effect from its individual
learners.
If the individual's learning, insights or
experience
are explicitly captured in a way they can be shared with the rest of
the
organization, then it becomes part of the organizational knowledge
base.
Note, that unlike a personal knowledge base, an organizational
knowledge
base requires explicitly capturing the information for it to be
shared.
Knowledge and learning are iterative. When the
potential
"learner" confronts an unkown (conceptually chaotic) situation, there
are
three ways in which he can learn.
1. He can search the knowledge base to see if the
situation
has been encountered before and the answer already is known. If it is,
he
either learns it from the organizational knowledge base, or recalls it
from
his own (mental) knowledge base.
2. He can find several "related" but not exact
cricumstances
and derive an answer by recombining pieces of knowledge from the
knowledge
base, creating new knowledge in the process.
3. He can generate new knowledge, usually by
creating
action and noting the response. When we do this in a structured way, we
call
it scientific research. When we do it in a random way, we call it
hit
and miss or accident. Note that we call the understanding that we get
from
our failures "wisdom." Wisdom comes from experience, not from an
organizational
knowledge base.
Note that this is completely analagous to that
chemical
information system, genetics. The DNA is the stored knowledge base,
sexual
reproduction is recombination, and mutation is generating accidental
knowledge.
I suspect that in learning organizations, as in biology, the largest
source
of learning is recombination.
An intranet relates to learning organizations in
the
following way. The intranet is not only a powerful communication medium
but
also a knowledge base. It has advantages over previous digital
knowledge
bases in that it more easily captures and handles unstructured and
implicit
knowledge (in contrast, DBMSs require very structured schemas to
be
effective).
The ways in which we learn can help us understand
what
kinds of roles, skills, tools and processes we need to develop to help
individuals
in the organization find the knowledge already available, move the
organization to act on their learning, and capture the experiences in
the organizational knowledge base with the minimum effort. A separate paper on agents discusses some of the relevant
knowledge management and learning roles likely to emerge around
intranets.
The oldest human knowledge base is culture. The
knowledge
is stored as stories and rituals. When looking at intranets as
knowledge
bases, it might be useful to look at how culture acts as a modifiable
(learning) knowledge management system as it interacts with the
individuals that make it up.
Last modified July 9, 1997
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