Knowledge Management is all about ensuring that new ideas are built on what has been learned before, are being picked up and acted upon. To enable people to connect to each other and share what they know, to safeguard knowledge for those who have to do the job in the future. It requires attention to behaviours, work processes, structures, tools and requirements. We have identified four models of knowledge management that fit organisational strategies.
One size fits all?
Also, knowledge management (KM) requires strategic fit: there is no one size fits all for all types of organisations. Together with one of its clients (Sellafield Ltd), DNV has been developing a range of four models of KM that were used to determine what type of management system for knowledge would suit the organisation and its culture.
Four models that fit organisational strategies
The four models (‘Minimalist KM’, ‘Modernist KM’, ‘Classical KM’ and ‘Systemic KM’) differ in their interpretation of the level of resources needed for KM, the level of centralisation of KM and the level of inclusion of staff in KM. Actually, the models represent real-life examples of successful KM implementations in a wide variety of sectors and industries.
In Minimalist KM, we tend to see a compliance-driven approach, with many local initiatives and corresponding local KM processes, tools and roles. In Modernist KM, we find an inclusive, enterprise 2.0 approach to KM. In Classical KM, experts in the organisation manage knowledge, using centralised approaches and tools, whereas in Systemic KM, communities of practice are built around key knowledge areas, involving both experts and supported by central KM services.
Case
At Sellafield, we have been using the models to elicit judgements on their feasibility, costings and potential benefits. Judgements were gathered in a series of workshops in which participants critically compared draft KM system options based on the models.
In the workshops, in-depth discussions on ‘what would work here’ often led to the creation of entirely new options: this is exactly what the models were created for: to probe and help organisations establish what elements of each model would work for them and what elements need adaptation.
Date: 2009-10-05