Mengorganisir pengetahuan untuk proses belajar yang lebih baik Knowledge Management Mengorganisir pengetahuan untuk proses belajar yang lebih baik Ranilia Lestari

Apa sih Knowledge Management itu?

Salah satu kunci sukses kemenangan Timnas Jerman di Piala Dunia 2014 Salah satu kunci sukses kemenangan Timnas Jerman di Piala Dunia 2014? Knowledge Management http://video.metrotvnews.com/play/2014/07/17/266667/aplikasi-kunci-sukses-timnas-jerman

Knowledge Management Timnas Jerman Timnas Jerman menggunakan aplikasi canggih untuk menganalisa kemampuan lawan-lawan dan tim Jerman sendiri, serta membuat suatu database dari analisis tersebut Aplikasi ini kemudian dibuat sedemikan rupa sehingga bisa dipelajari oleh para pemain timnas dengan baik Di sinilah penerapan Knowledge Management dalam Timnas Jerman

Knowledge Management Popular in late 90s and early 2000s Nonaka model "Knowledge management is the process of capturing, distributing, and effectively using knowledge.” Davenport (1994)

Knowledge Management di Sekitar Kita Encyclopaedia Britannica Microsoft Encarta, 1993 Wikipedia, 2009 The World is Changing Wiki menang karena hanya dengan menekan link kita bisa mendapat banyak info. Ensiclopedia britanica Microsoft Encarta, 1993 Wikipedia, 2009 Bisakah terlihat perkembangannya? Dulu kumpulan pengetahuan ada dalam bentuk buku, sekarang menjadi bentuk digital

Knowledge Management “In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge” Wiki menang karena hanya dengan menekan link kita bisa mendapat banyak info. Ikujiro Nonaka & Hirotaka Takeuchi (Univ Hitobashi, Jepang) dikenal sebagai pemikir Kmlahir 1935, masih hidup. Menekankan pentingnya knowledge Ikujiro Nonaka, pelopor Knowledge Management (KM)

Knowledge Management KM akan membantu kita dalam: 1. Time & cost efficiency Penerapan KM menghemat waktu untuk mengakses dan biaya (Ensiklopedia harganya mahal, tidak ringkas; Wikipedia gratis, mudah diakses) Wiki menang karena hanya dengan menekan link kita bisa mendapat banyak info. Ikujiro Nonaka & Hirotaka Takeuchi (Univ Hitobashi, Jepang) dikenal sebagai pemikir Kmlahir 1935, masih hidup. 2. Increasing knowledge assets Semakin banyak pengetahuan yang bisa ditambahkan karena aksesnya lebih mudah. Misalnya, kita bisa berkontribusi memasukkan informasi ke dalam Nutrifood Portal.

Knowledge Management KM akan membantu kita dalam: 3. Adaptation Pengetahuan yang sudah dikategorikan dalam KM akan membantu kita dalam beradaptasi terhadap suatu tugas/tempat yang baru karena informasinya tersedia. Misalkan, kita bisa mengakses jalan di kota yang kita kunjungi dengan Google Maps. 4. Problem Solving & Decision Making Akses informasi yang mudah dan cepat memungkinkan pemecahan masalah dan pengambilan keputusan yang lebih mudah

Kita semua adalah knowledge worker karena… Sumber daya paling berharga dari organisasi adalah knowledge dari orang-orang di dalamnya. Performance organisasi tergantung pada seberapa efektif anggotanya menciptakan, membagi, dan menggunakan knowledge tersebut untuk melakukan yang terbaik bagi organisasi. Sebenarnya, kita sudah sering menerapkan KM: menyusun prosedur, folder Public, knowledge sharing via Learning Forum, dll. Kita semua adalah knowledge worker Knowledge management is based on the idea that an organisation’s most valuable resource is the knowledge of its people. the extent to which an organisation performs well, will depend, among other things, on how effectively its people can create new knowledge, share knowledge around the organisation, and use that knowledge to best effect Sebenernya sering kali kita sudah melakukannya : bikin prosedur, sharing knowledge via lefo, dll Kita semua tempat penyimpanan pengetahuan lewat training, pengalaman, dan jaringan informal saat kita mau menyelesaikan masalah atau mengeksplorasi kesempatan. Kita semua merupakan “tempat penyimpanan” pengetahuan yang kita peroleh lewat training dan pengalaman kita.

Ensuring people having the right knowledge, in the right place, at the right time. Knowledge is the facts, feelings or experience known by a person or group of people.

Explicit Tacit 2 Types of Knowledge Bisa dituliskan di dalam document/database Instruksi Kerja (IK) Tacit knowledge yang dibawa “di dalam kepala” (tidak tertulis) How to fix a ..... How to handle a.. “tacit” knowledge—the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads At the same time, tacit knowledge has an important cognitive dimension. It consists of mental models, beliefs, and perspectives so ingrained that we take them for granted and therefore cannot easily articulate them. The process for making tacit knowledge explicit is externalization. One case is the articulation of one’s own tacit knowledge - ideas or images in words, metaphors, analogies. A second case is eliciting and translating the tacit knowledge of others - customer, experts for example - into a readily understandable form, e.g., explicit knowledge.

Adonan dikocok atau diaduk? Kapan selesai dipanggang? Cupcake Making: Adonan dikocok atau diaduk? Kapan selesai dipanggang? Seperti saat kita membuat kue, ada pengetahuan yang bisa kita peroleh dari resep/explicit knowledge (dikocok, diaduk). Tapi ada juga yang memerlukan tacit knowledge (panasnya oven, kapan memindahkan panas atas-bawah untuk memastikan matangnya merata) yang tidak tertulis di resep. Explicit : resep, cara membuat “kocok” atau “aduk” Tact-it : panasnya oven jika menggunakan oven ....., kalo udah mau bantet gimana caranya? Gimana kalau atasnya lebih cepet mateng? Sometimes it is hard to tell how

Framework Knowledge Management Redundancy is important because it encourages frequent dialogue and communication. This helps create a “common cognitive ground” among employees and thus facilitates the transfer of tacit knowledge. Since members of the organization share overlapping information, they can sense what others are struggling to articulate. Redundancy also spreads new explicit knowledge through the organization so it can be internalized by employees.

KM Examples Providing “Know How” induction packs to new staff Conducting exit interviews when staff leave so that their knowledge is not lost Creating accessible databases of all publication produced by an organization 7. Putting staff directories online so that people can easily find out who does what and where they are 8. Creating intranets so that staff can access all kind of organizational information and knowledge 4. Providing ongoing learning 5. Encourage people with a common interest to network with others 6. Creating electronic filing system that can be easily searched

Getting into organizational culture The Components KM People Getting into organizational culture Process To improve knowledge sharing, organizations often need to change the internal processes structures and even organizational structures itself Technology Technology helps people to connect, but NOT the solution of KM Alan Frost (2008: 124) point out that although IT is an enabler of KM, it is not sufficient by itself. Botha, Kourie, and Snyman (2008: 132) warn that tacit-knowledge is still best transmitted from person to person and "the more tacit the knowledge, the less high-tech the solution" People : Getting an organisation’s culture (including values and behaviours) “right” for knowledge management is typically the most important and yet often the most difficult challenge Processes : In order to improve knowledge sharing, organisations often need to make changes to the way their internal processes are structured, and sometimes even the organisational structure itself. For example, if an organisation is structured in such a way that different parts of it are competing for resources, then this will most likely be a barrier to knowledge sharing. Technology : A common misconception is that knowledge management is mainly about technology – getting an intranet, linking people by e-mail, compiling information databases etc. Technology is often a crucial enabler of knowledge management – it can help connect people with information, and people with each other, but it is not the solution. And it is vital that any technology used “fits” the organisation’s people and processes – otherwise it will simply not be used. It is vital that any technology used “fits” the organization’s people and processes – otherwise it will simply not be used. The more tacit the knowledge, the less high-tech the solution is

The Process Components The Process component include standard processes for knowledge-contribution, content management (accepting content, maintaining quality, keeping content current, deleting or archiving content that is obsolete), retrieval, membership on communities of practice, implementation-projects based on knowledge-reuse, methodology and standard formats to document best-practices and case studies, etc. It is important for processes to be as clear and simple as possible and well understood by employees across the organisation. To improve knowledge sharing, there has to be a change process

The Process Components Pay Attention to : Rule to Contribute Content Management (accepting content, maintaining quality, keeping content current, deleting/archiving obsolete contents) Membership (on communities of practice) Knowledge reuse (implementation projects based on knowledge-reuse) Standard formats for case-studies documents (clear, simple and well-understood) The Process component include standard processes for knowledge-contribution, content management (accepting content, maintaining quality, keeping content current, deleting or archiving content that is obsolete), retrieval, membership on communities of practice, implementation-projects based on knowledge-reuse, methodology and standard formats to document best-practices and case studies, etc. It is important for processes to be as clear and simple as possible and wellunderstood by employees across the organisation. To improve knowledge sharing, there has to be a change process

The Components: Technology Technology  crucial enabler, but not the solution. It has to be “FIT” with employee

The Components: Technology Mendukung knowledge sharing Contoh: knowledge portal (Nutrifood Portal: portal.nutrifood.co.id) melalui internet. User-friendly, simple to use These tools typically provide a secure central space where employees, customers, partners and suppliers can exchange information, share knowledge and guide each other and the organisation to better decisions. Technology  crucial enabler, but not the solution. It has to be “FIT” with employee

The Components: People Hal apa saja yang menghambat karyawan dalam membagikan knowledge-nya? Challenge : Ensure employee participation in knowledge sharing process Expert – Contributor – Change Agent Bagaimana membuat karyawan mau berpartisipasi dalam knowledge sharing? The biggest challenge in KM is to ensure participation by the people or employees in the knowledge sharing, collaboration and re-use to achieve business results. Culture/ Value/ Behaviour: Are they ready?

Community of Practice (CoP) Merupakan suatu jaringan orang yang berbagi common interest dalam area knowledge atau kompetensi tertentu dan bersedia untuk bekerja dan belajar bersama dalam periode waktu tertentu untuk mengembangkan dan membagikan knowledge. Contohnya: Learning Forum A community of practice (CoP) is a network of people who share a common interest in a specific area of knowledge or competence and are willing to work and learn together over a period of time to develop and share that knowledge. Etienne Wenger is credited with coining the term “community of practice” and he defines them as “groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise by interacting on an ongoing basis.” He also believes that learning is a social activity and that people learn best in groups. Selama ini udah punya LeFo, berapa yang aktif? Terus berapa yang menuliskan? The principle: people learn best in groups

Community of Practice Types of CoP : Voluntary Membership Spesific Focus No Expectation of tangible results Existence defined by group members A community of practice (CoP) is a network of people who share a common interest in a specific area of knowledge or competence and are willing to work and learn together over a period of time to develop and share that knowledge. Etienne Wenger is credited with coining the term “community of practice” and he defines them as “groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise by interacting on an ongoing basis.” He also believes that learning is a social activity and that people learn best in groups. Selama ini udah punya LeFo, berapa yang aktif? Terus berapa yang menuliskan?

Langkah-langkah penerapan CoP Community of Practice Defining Scope Finding Participant Clarifying the Purpose Maintaining member’s interest & involvement Growing the community Developing the body of knowledge Keep Moving & Adding Value Langkah-langkah penerapan CoP ABC of KM pg 18 Bagaimana cara menyusun langkah CoP di dalam departemen/divisi saya? Langkah manakah yang sulit? Bagaimana solusinya?

Learning from Others: Unilever ULI menciptakan suasana nyaman untuk berbagi Sharing session suatu topik Learning award as trainee or trainer: Learning Champion of The Year Coach of The Year The Most Active Contributor The Most Valued Contributor Top Scorer Award Tips menjual, kiat mrawat mesin biar panjang umur, kisah sukses brand sunlight Laerning award : Learning Champion of The Year Coach of The Year The Most Active Contributor The Most Valued Contributor Top Scorer Award Apa yang bisa diadaptasi sesuai dengan culture dan lingkungan Nutrifood?

Learning from Others: Unilever Knowledge Sharing Knowledge club (dari top management) Retrospect (project lampau) Enterprise Award Tantangan membuat tim kecil untuk memberi masukan/project baru yang memberi benefit bagi perusahaan. Dipresentasikan dan pemenangnya diberi hadiah. Enterprise Award Sebuah kegiatan seperti lomba, dimana para karyawan ditantang untuk membuat sebuah tim kecil, yang harus memberikan masukan atau project baru bagi perusahaan dan project tersebut memberikan keuntungan bagi perusahaan. Project tersebut dipresentasikan di depan para Board of Directors (BOD) dan bagi para pemenang, disediakan hadiah. SOLAR Bagi ilmu terutama untuk ngerjain pekerjaan lebih baik lagi GLAD Sharing dari karyawan yang memiliki kedudukan yang lebih tinggi kepada karyawan-karyawan junior tentang dunia kerja, pengalaman pribadi, maupun tips-tips dalam menjalani tantangan di pekerjaan maupun kehidupan pribadi Bagian manakah yang sudah ada di Nutrifood?

Learning from Others: Unilever 2. Informal Sharing - SOLAR (Sharing of Learning and Result) Berbagi ilmu agar karyawan dapat mengerjakan pekerjaan dengan lebih baik lagi. - GLAD (Group of Learning & Development): Sharing dari karyawan dengan jabatan lebih tinggi kepada karyawan junior tentang dunia kerja, pengalaman pribadi, serta tips-tips dalam menghadapi tantangan di dunia pekerjaan maupun pribadi. - Book Club 3. Online Sharing - K-Club Online - Online Library

Hal itu merupakan knowledge yang Anda miliki secara spesifik minute to think Pikirkan satu pengetahuan yang Anda miliki dan : Orang sering tanyakan Berkaitan dengan orang lain Bisa saja simple namun berguna Hal itu merupakan knowledge yang Anda miliki secara spesifik

Seperti apa knowledge management dan knowledge sharing di departemen/divisi saya? Apa yang perlu dikembangkan dari knowledge management dan knowledge sharing di departemen/divisi saya? Cara konkret apa yang bisa diterapkan untuk meningkatkan knowledge sharing di Nutrifood? Perlu dipikirkan…