Rami Gharaibeh Knowledge Management Module I Essentials of

Rami Gharaibeh © Knowledge Management Module I Essentials of Knowledge Management 1

Rami Gharaibeh © Many Questions ~ What is knowledge ? ~ How knowledge is different from information ? ~ What is knowledge management ? ~ Can we capture knowledge ? ~ Can we store knowledge ? ~ Is KM a new thing ? ~ Do we need KM for luxury or survival ? ~ How knowledge acquisition is different from learning ? ~ How knowledge transfer is different from education ? 2

Rami Gharaibeh © Many Questions This training course will enable the trainees to answer these questions as well as many other relevant ones. 3

Rami Gharaibeh © Management The essence of management is decision making 4

Rami Gharaibeh © Management The essence of management is decision making Decision making is the process of selecting an alternative among two or more possible alternatives 5

Rami Gharaibeh © Management The essence of management is decision making Decision making is the process of selecting an alternative among two or more possible alternatives The right selection depends on the successful expectation of the outcomes of each alternative and matching these outcomes with the desired goal 6

Rami Gharaibeh © Management The essence of management is decision making Decision making is the process of selecting an alternative among two or more possible alternatives The right selection depends on the successful expectation of the outcomes of each alternative and matching these outcomes with the desired goal 7

Rami Gharaibeh © Decision Making The decision making process takes place under one of three conditions: ~ Under certainty ~ Under risk ~ Under uncertainty 8

Rami Gharaibeh © Decision Making Under Certainty Outcome A Alternative A REALITY Selection Alternative B Outcome B 9

Rami Gharaibeh © Decision Making Under Certainty GOAL Outcome A Alternative A REALITY Selection Alternative B Outcome B 10

Rami Gharaibeh © Decision Making Under Certainty GOAL COMPARE Outcome A Selection REALITY Outcome B 11

Rami Gharaibeh © Decision Making Under Certainty GOAL Outcome A COMPARE Selection REALITY Outcome B 12

Rami Gharaibeh © Decision Making Under Certainty 13

Rami Gharaibeh © Decision Making Under Certainty Location A ADDRESS LEFT Selection STRAIGHT Location B RIGHT Location C 14

Rami Gharaibeh © Decision Making Under Risk Outcome A. 1 30% 70% Outcome A. 2 Alternative A REALITY Selection Alternative B 80% Outcome B. 1 20% Outcome B. 2 15

Rami Gharaibeh © Decision Making Under Risk 16

Rami Gharaibeh © Decision Making Under Uncertainty ? Alternative A REALITY Selection Alternative B ? 17

Rami Gharaibeh © Decision Making Under Uncertainty 18

Rami Gharaibeh © Business Environment Drivers of Uncertainty ~ Number of interacting factors (simple vs. complex) ~ Factors’ rate of change (static vs. dynamic) 19

© Rami Gharaibeh Decision Making Levels of Uncertainty Simple Complex Static Low perceived uncertainty Moderately low perceived uncertainty Dynamic Moderately high perceived uncertainty High perceived uncertainty 20

© Rami Gharaibeh Decision Making Levels of Uncertainty Simple Complex Static Low perceived uncertainty Moderately low perceived uncertainty Dynamic Moderately high perceived uncertainty High perceived uncertainty 21

Rami Gharaibeh © Decision Making Levels of Uncertainty Low uncertainty Moderately low uncertainty Moderately high uncertainty High uncertainty 22

Rami Gharaibeh © Decision Making Certainty vs. Uncertainty ~ Uncertainty implies unknowing the outcomes of each feasible alternative ~ Decision making under uncertainty is very dislikeable 23

Rami Gharaibeh © Decision Making Certainty vs. Uncertainty The information revolution has shaken the stability of the business environment causing the conditions of many decision makings to change from certainty to uncertainty 24

Rami Gharaibeh © Decision Making Certainty vs. Uncertainty m ig rad a w Ne Low uncertainty sp s e in s u b Moderately low uncertainty Moderately high uncertainty High uncertainty 25

Rami Gharaibeh © Decision Making How to Encounter Uncertainty ? 26

Rami Gharaibeh © Decision Making How to Encounter Uncertainty ? LEARNING 27

Rami Gharaibeh © Decision Making How to Encounter Uncertainty ? L in n r ea g m ig rad pa s s Moderately ne i s bu w Ne Moderately Low uncertainty low uncertainty High uncertainty high uncertainty 28

Rami Gharaibeh © Decision Making How to Encounter Uncertainty ? Village C Village A Village B Acquire information about the outcomes of each alternative 29

Rami Gharaibeh © Learning The American Heritage Dictionary Learn: ~ To gain knowledge ~ To cause to acquire knowledge ~ To acquire experience or ability or skill ~ To become aware ~ To become informed 30

Rami Gharaibeh © Learning is About ~ Information acquisition ~ Knowledge acquisition 31

Rami Gharaibeh © Learning Information Acquisition Referred to as, knowing that For example ~ learning the names of things (cave, house, elephant) ~ Learning concepts (farming, settling, trading) ~ Learning descriptions (big, thin, beautiful) 32

Rami Gharaibeh © Learning Knowledge Acquisition Referred to as, knowing how For example ~ learning to build a house ~ Learning to grow crops ~ Learning to design an airplane 33

Rami Gharaibeh © Learning Which is More Important ? 34

Rami Gharaibeh © Learning Which is More Important ? Throughout history, man’s survival was more related to knowing how than knowing that 35

Rami Gharaibeh © Learning Which is More Important ? Knowing how to hunt an elephant is more important than naming it or describing it. So is knowing how to grow crops, to make weapons, to drive a car, to cure illness, etc. 36

Rami Gharaibeh © Learning If learning is not new What is new then ? 37

Rami Gharaibeh © Learning If learning is not new What is new then ? Organizational Learning 38

Rami Gharaibeh © The Learning Organization In order to survive in the uncertain business environment, organizations have to learn; that is, organizations have to avoid making decisions under uncertainty 39

Rami Gharaibeh © The Learning Organizational learning is about the acquisition of information and knowledge when making decisions Organizational learning involves adjustment of behavior to reflect the gained experience 40

Rami Gharaibeh © The Learning Organization A learning organization is about the frequency at which an organization performs organizational learning 41

Rami Gharaibeh © The DIK Hierarchy Data, Information and Knowledge knowledge information data 42

Rami Gharaibeh © The DIK Hierarchy Data, Information and Knowledge knowledge information learning data 43

Rami Gharaibeh © The DIK Hierarchy information data 44

Rami Gharaibeh © The DIK Hierarchy information structuring Analyzing Mining data 45

Rami Gharaibeh © The DIK Hierarchy Example List of patients admitted to a hospital in a month information structuring Analyzing Mining data 46

Rami Gharaibeh © The DIK Hierarchy Example Statistics on admitted patients: Age Gender Diseases information Districts structuring Analyzing Mining data 47

Rami Gharaibeh © The DIK Hierarchy information structuring Hidden relationships: Example Districts with illness Time of year with illness and with gender Analyzing Mining data 48

Rami Gharaibeh © The DIK Hierarchy Other individuals information data 49

Rami Gharaibeh © The DIK Hierarchy Other individuals information Example the individual who created the information from data provides the information to his/her manager data 50

Rami Gharaibeh © The DIK Hierarchy Other individuals information Environment Example Clews in a crime scene data 51

Rami Gharaibeh © The DIK Hierarchy knowledge Information sources information data 52

Rami Gharaibeh © The DIK Hierarchy Pull vs. Push Learning knowledge Information sources Self-based learning Pull information data 53

Rami Gharaibeh © The DIK Hierarchy Pull vs. Push Learning knowledge Instructors Push information data instructor-based learning 54

Rami Gharaibeh © The DIK Hierarchy Learning 55

Rami Gharaibeh © The DIK Hierarchy instructor-based learning self-based learning 56

Rami Gharaibeh © The DIK Hierarchy Instructor-based Learning ~ School education ~ College education ~ Training programs Self-based Learning ~ Work experience ~ Self study and research ~ Life experience 57

Rami Gharaibeh © The DIK Hierarchy Data A common definition Simple or raw facts examples ~ name of a person ~ Price of a merchandise ~ color of the sky 58

Rami Gharaibeh © The DIK Hierarchy Information A common definition Data structured in a meaningful format An interesting definition There is nothing that is not information 59

Rami Gharaibeh © The DIK Hierarchy Definitions Even data carry information Data information Mohammad He is Muslim. He is male Katrina She is Russian. She is female 60

Rami Gharaibeh © The DIK Hierarchy Definitions Even data carry information Data information Sky is blue It will not rain Sky is dark It will rain 61

Rami Gharaibeh © The DIK Hierarchy Definitions Even lack of information is information There is no sound inside the house 62

Rami Gharaibeh © The DIK Hierarchy Definitions Even lack of information is information There is no sound inside the house The kids must be sleeping 63

Rami Gharaibeh © The DIK Hierarchy Knowledge Many definitions 64

Rami Gharaibeh © The DIK Hierarchy Knowledge ~ “justified true belief” ~ information in context ~ understanding based on experience ~ the capacity for effective action 65

Rami Gharaibeh © The DIK Hierarchy Knowledge ~ Philosophical perspective ~ Business perspective 66

Rami Gharaibeh © The DIK Hierarchy Knowledge in Business What is the problem for organizations ? 67

Rami Gharaibeh © The DIK Hierarchy Knowledge to Business We are living the knowledge-based business paradigm A few youngsters with a web site could create profit more than a large manufacturing company 68

Rami Gharaibeh © The DIK Hierarchy Knowledge to Business Human intelligence is an important organizational resource Creative employees are able to continuously envision new opportunities and provide better solutions to business problems 69

Rami Gharaibeh © The DIK Hierarchy Knowledge to Business Knowledge is the capacity to solve business problems 70

Rami Gharaibeh © The DIK Hierarchy Information vs. Knowledge ~ Organizational information is preserve able ~ Organizational knowledge seems not; knowledgeable employees could easily leave the organization taking their knowledge with them 71

Rami Gharaibeh © The DIK Hierarchy Information vs. Knowledge ~ Organizational information is preserve able ~ Organizational knowledge seems not; knowledgeable employees could easily leave the organization taking their knowledge with them 72

Rami Gharaibeh © The DIK Hierarchy Information vs. Knowledge ~ Organizational information is preserve able ~ Organizational knowledge seems not; knowledgeable employees could easily leave the organization taking their knowledge with them Is it their knowledge or the organization’s knowledge ? 73

Rami Gharaibeh © Organizational Knowledge ~ Organizations invest in their employees, so they do have a right in the knowledge that the employees are holding cognitively ~ While serving as employees, knowledge acquisition and sharing needs to be effectively and efficiently nurtured. ~ When employees plan to leave, their organizations are entitled for a copy of their knowledge. This calls for Knowledge Management 74

Knowledge Management What is Knowledge Management ? 75

Rami Gharaibeh © Knowledge Management knowledge management is the management of knowledge processes ~ knowledge transfer ~ knowledge representation ~ knowledge storage ~ knowledge creation ~ knowledge acquisition ~ knowledge sharing ~ knowledge application 76

Rami Gharaibeh © Knowledge Transfer If knowledge acquisition falls under learning, what does knowledge transfer fall under ? 77

Rami Gharaibeh © Knowledge Transfer If knowledge acquisition falls under learning, what does knowledge transfer fall under ? Knowledge transfer falls under teaching or training 78

Rami Gharaibeh © Knowledge Transfer If knowledge acquisition falls under learning, what does knowledge transfer fall under ? Knowledge transfer falls under teaching or training Which is instructor-based learning 79

Rami Gharaibeh © Information Transfer Shannons’s Mathematical Theory of Communication ~ A theory to measure the amount of information in a signal ~ Communication involves the sending of a signal of some type through some medium to a receiver ~ Noise in the channel could interfere with the clarity of the signal causing difficulty in decoding at the receiver end 80

Rami Gharaibeh © Information Transfer Shannons’s Mathematical Theory of Communication ~ The concepts underlying theory may be expanded to a broader vision of communication ~ The signal may be taken to mean information ~ Communication then is a process involving transmission of information in whatever form via whatever vehicle to a receiver ~ Information is the stuff of communication ~ Information is not limited to language or words. There is information in level of excitement, tone of voice, speed of speech, movements and even moments of silence 81

Rami Gharaibeh © Information Transfer Information Is input from any source that has the potential to affect, reduce, or supplement a state of uncertainty to allow decisions to be made or communication to occur Norton, Melanie Introductory concepts in information science 82

Rami Gharaibeh © Information Transfer Information ~ Data may be a source of information ~ Knowledge may be a source of information ~ Shapes of things around us may be a source of information ~ Our environment continuously communicate information which we receive through our sensory system and we attempt to interpret it in order to decrease uncertainty 83

Rami Gharaibeh © Information Transfer Information ~ Hence, information transfer implies: Receiver Transmitter Person A Information Person B 84

Rami Gharaibeh © Information Transfer Information Decreasing uncertainty requires gaining more information, but increasing information may not always resolve uncertainty 85

Rami Gharaibeh © Knowledge Transfer Can knowledge replace information in being the stuff of communication ? Receiver Transmitter Person A ? knowledge Person B 86

Rami Gharaibeh © Knowledge Transfer ~ If yes, then knowledge can be directly transmitted through some type of medium to a receiver ~ If knowledge can be directly transmitted , then knowledge is somehow sensible ~ BUT, we already have identified every sensible thing as information 87

Rami Gharaibeh © Knowledge Transfer ~ Unlike data and information, knowledge is insensible ~ Knowledge cannot exist outside human cognition ~ Anything outside human cognition is either data or information ~ Why do we need to invent something new like explicit knowledge ? ~ How then would we differentiate between explicit knowledge and information ? 88

Rami Gharaibeh © Knowledge Transfer ~ Knowledge is non-transferable directly ~ To transfer knowledge it has to be first transformed into information ~ Hence, knowledge transfer implies: transformation + communication + interpretation 89

Rami Gharaibeh © The DIK Hierarchy Person A Person B knowledge representation information data 90

Rami Gharaibeh © The DIK Hierarchy Person A Person B knowledge information data communication information data 91

Rami Gharaibeh © The DIK Hierarchy Person A Person B knowledge interpretation information data 92

Rami Gharaibeh © Knowledge Transfer Knowledge transfer = Knowledge representation + information communication + information interpretation 93

Rami Gharaibeh © Knowledge Transfer Knowledge transfer = Knowledge representation + information communication + information interpretation 94

Rami Gharaibeh © Knowledge Representation ~ Knowledge may act as a source of information ~ We transform knowledge into information through a process that we call knowledge representation 95

Rami Gharaibeh © Knowledge Representation Is the represented knowledge (information) equal to the original knowledge ? 96

Rami Gharaibeh © Knowledge Representation Is the represented knowledge (information) equal to the original knowledge ? Is a photo of a natural landscape equal to the landscape itself ? 97

Rami Gharaibeh © Knowledge Representation Is the represented knowledge (information) equal to the original knowledge ? Is a photo of a natural landscape equal to the landscape itself ? CERTAINLY NOT 98

Rami Gharaibeh © Knowledge Representation KNOWLEDGE 99

Rami Gharaibeh © Knowledge Representation Represented knowledge is an inferior depiction of original knowledge The trick is to minimize the amount of inferiority 101

Rami Gharaibeh © Knowledge Representation KNOWLEDGE Kno. WLEDGe 102

Rami Gharaibeh © Knowledge Representation KNOWLEDGE KKOw. LEGDE 103

Rami Gharaibeh © Knowledge Representation Is knowledge representation a new concept ? 104

Rami Gharaibeh © Knowledge Representation Is knowledge representation a new concept ? CERTAINLY NOT

Rami Gharaibeh © Knowledge Representation How about ancient scripts ? 106

Rami Gharaibeh © Knowledge Representation How about new languages ? There is a relationship between the level of civilization and the amount of population. As the level of civilization increases, the amount of population increases. 107

Rami Gharaibeh © Knowledge Representation How about mathematical equations ? Y = level of population X = amount of civilization Y = 1. 4 X + 3. 6 108

Rami Gharaibeh © Knowledge Representation How about graphical illustration ? amount of population level of civilization 109

Rami Gharaibeh © Knowledge Representation How about drawings ? 110

Rami Gharaibeh © Knowledge Representation How about modeling ? 111

Rami Gharaibeh © Knowledge Representation Obviously, there are many knowledge representation techniques 112

Rami Gharaibeh © Knowledge Representation Obviously, there are many knowledge representation techniques So, what is the best knowledge representation technique ? 113

Rami Gharaibeh © Knowledge Representation The best representation technique is the one that allows the production of rich information 114

Rami Gharaibeh © Knowledge Representation Rich Information Allows the recipient to easily and correctly interpret it in the smallest period of time 115

Rami Gharaibeh © Knowledge Representation Rich information would produce the best depiction of original knowledge, thus minimizing inferiority 116

Rami Gharaibeh © Knowledge Representation Person A Person B knowledge representation interpretation information data communication information data 117

Rami Gharaibeh © Knowledge Representation Person A Person B knowledge representation interpretation information data communication information data 118

Rami Gharaibeh © Knowledge Representation knowledge interpretation Information 119

Rami Gharaibeh © Knowledge Representation knowledge The richer interpretation Information 120

Rami Gharaibeh © Knowledge Representation knowledge The easier interpretation Information 121

Rami Gharaibeh © Interpretation Rouse (1993) was interested in understanding how people form their perceptions and consequently make their decisions. An understanding of this process would confront the uncertainty about the customers’ perception of a product and ensuring the formation of positive. perceptions. Figure 5 shows Rouse’s (1993) model 122

Rami Gharaibeh © Interpretation Nature Knowledge Beliefs Needs Perception Decisions Information Nurture 123

Rami Gharaibeh © Interpretation ~ Knowledge refers to education and experience ~ Nature refers to genetic influences ~ Nurture refers to effects of childhood, cultural influences, economic situations, etc. ~ Information is what is known about the object of perception 124

Rami Gharaibeh © Interpretation Rouse contends that the potential effect of needs and beliefs is the highest, but it takes long time to create a change in those constructs Changing information is quicker but it has less effect on changing the perception. 125

Rami Gharaibeh © Knowledge Representation So, which knowledge representation technique results in richer information ? 126

Rami Gharaibeh © Knowledge Representation So, which knowledge representation technique results in richer information ? Consider an example 127

Rami Gharaibeh © To improve life in city X, its government carries out developmental projects. The number and type of developmental projects affect city X’s level of modernization. The modernization level changes proportionally and immediately with the changes in spending on developmental projects. However, the increase in city X’s level of modernization has been attracting people from other cities. The change in the number of people moving from other cities is estimated at double the change in the level of modernization. When deciding to move to city X, it takes people from other cities three months to actually move. Their number affects the number of inhabitants of X proportionally and immediately. Unfortunately, as the number of inhabitants increases, the amount of garbage increases from what it was proportionally and immediately. The increase in the amount of garbage increases the risk of fatal disease; the change in the number of people affected by fatal diseases is half the change in the amount of garbage. It takes two months for the number affected by fatal diseases to change when the amount of garbage changes. Fatal diseases cause loss of life. The change in the number of X’s inhabitants is proportional but algebraically negative to the change in its number of inhabitants affected by fatal diseases. It takes two months for diseases to have an effect on the number of inhabitants. 128

Rami Gharaibeh © The Government’s Developmental Projects Comprehensive Situation Mapping William Acar (1983) + 1, 0 m The Amount of Garbage + 1, 0 m The Number of Inhabitants of City X +. 5, 2 m – 1, 2 m The Number of Inhabitants Affected by Fatal Diseases The Modernization Level of City X + 1, 0 m + 2, 3 m The Number of People Moving to City X from Other Cities 129

Rami Gharaibeh © Knowledge Representation Rouse’s Model Using CSM Nature Knowledge + 5, 36 m + 3, 0 m Beliefs Needs + 5, 0 m Perception Decisions + 1, 0 m + 5, 36 m Information Nurture 130

© Rami Gharaibeh Knowledge Representation Rouse’s Model with DIK Current knowledge Nature Acquired knowledge + 5, 36 m + 3, 0 m Needs Beliefs + 5, 0 m interpretation + 1, 0 m + 5, 36 m Information Nurture 131

Rami Gharaibeh © Knowledge Storage Storing the represented knowledge ~ The language (text or audio) ~ The equations ~ The drawings ~ The models 132

Rami Gharaibeh © Knowledge Sharing Direct knowledge transfer or allowing access to knowledge storage ~ Lecturing ~ Audio/video conferencing ~ Printed material ~ CDs and DVDs 133

Rami Gharaibeh © Knowledge Creation This is the result of discoveries, innovation or R&D ~ No one knew the knowledge before its creator 134

Rami Gharaibeh © Knowledge Acquisition Takes place when an individual successfully interprets a received information ~ All knowledge creation processes involves knowledge acquisition processes ~ Knowledge creators shares their knowledge with others allowing them to acquire new knowledge ~ NOT all knowledge acquisition processes involves knowledge creation processes 135

Rami Gharaibeh © Knowledge Application When knowledge is put into action to make righteous decisions and solve problems 136

Rami Gharaibeh © Wisdom Knowledge vs. Wisdom Does the application of knowledge always lead

Rami Gharaibeh © Wisdom Knowledge vs. Wisdom The degree to which a problem is solved and the frequency of maintaining high success degrees is a personal matter 138

Rami Gharaibeh © Wisdom Knowledge vs. Wisdom So, knowledge is about knowing the right option to solve the problem and the procedure for applying the option 139

Rami Gharaibeh © Wisdom Knowledge vs. Wisdom So, knowledge is about knowing the procedures for solving the problems Wisdom is about the frequency of successfully applying the procedures for solving the problems 140