organisasi pada saat ini dan untuk masa yad. KNOWLEDGE MANAGEMENT KNOWLEDGE : WHAT IS KNOWN Knowledge Management (KM) adalah suatu cabang ilmu manajemen yang berusaha meningkatkan performance individu dan organisasi dengan menjaga dan meningkatkan aset knowledge dalam organisasi pada saat ini dan untuk masa yad. (refers to a range of practices used by organizations to identify, create, represent, and distribute knowledge for reuse and learning across the organization)

competitive advantage higher levels of innovation Knowledge Management programs are typically tied to organizational objectives and are intended to lead to the achievement of specific business outcomes such as improved performance shared intelligent competitive advantage higher levels of innovation Knowledge Management programs attempt to manage the process of creation (or identification), accumulation and application of knowledge across an organisation.

Peran KNOWLEDGE dalam Menganalisa Organisasi Didasarkan pada model DIKW (faris, Febriyani, Randy) DIKW is data, information, knowledge, wisdom : an information hierarchy where each layer adds certain attributes over and above the previous one. Data is the most basic level; Information adds context; Knowledge adds how to use it; and Wisdom adds when to use it. D I K W

RUANG LINGKUP KNOWLEDGE MANAGEMENT

Rahmat, Arief, Nicke

CREATION UTILIZATION TRANSFER RETENTION Aliran knowledge dalam organisasi : GENERAL KNOWLEDGE MODEL(Abuzar & Denny) CREATION UTILIZATION TRANSFER RETENTION

THE GENERAL KNOWLEDGE MODEL WORKS? KNOWLEDGE CREATION : Entry new knowledge into the system (development, discovery or capture) KNOWLEDGE RETENTION : Preserves knowledge and allow it to remain in the system (maintain the viability within the system) KNOWLEDGE TRANSFER : Flow knowledge from one party to another (communication, translation, conversion, filtering and rendering) KNOWLEDGE UTILIZATION : Activities and events connected with the application of knowledge to bussiness processes HOW DOES THE GENERAL KNOWLEDGE MODEL WORKS?

Macam-macam ARTIFACTS THROUGH ARTIFACT ARTIFACTS represent MEANING & UNDERSTANDING So KNOWLEDGE ARTIFACTS IS NOT THE FORM OF ARTIFACT BUT THE PROCESS THAT GAVE RISE TO ARTIFACTS ARTIFACTS are complex and contain of explicit, implicit & tacit components Macam-macam ARTIFACTS EXPLICIT KNOWLEDGE ARTIFACTS : Directly & Completely transferred from one to another/have been codified shg dpt diindera (buku/hard copy) IMPLICIT KNOWLEDGE ARTIFACTS : Meaning can be inferred and explicitly captured (rely on previous retained knowledge), potential for ambiguity TACIT KNOWLEDGE ARTIFACTS : Knowing more than we can say (chalenge expression & codification – apa yg ada di kepala)

ARTIFACTS are PASSIVE, Actions & Decision are made by AGENTS (The Knower) MACAM-MACAM AGENTS INDIVIDUAL AGENTS : Human as a prototypical active force for affecting change. Capable of performing all aspects of knowledge development, retention, transfer and utilization w/o other agent. AUTOMATED AGENTS : Human construct that is capable of retaining, transferring or transforming knowledge artifacts (computer, etc) ORGANIZATIONAL AGENTS : The organization serves as an agent in the retention and dissemination of knowledge (knowledge retention and transfer cannot be fully attributed to individuals or specific automated agent. Ex. Value System

SEHINGGA TERJADI PROSES TRANSFER PENGETAHUAN

Nor Fauziah, Rita, Aprilia

APLIKASI KNOWLEDGE MANAGEMENT INTERNAL DEVELOPMENT OF KNOWLEDGE MANAGEMENT SOLUTIONS Support internal development, such as : 1. Mapping speficis tools & technologies to their potential roles in knowledge flows 2. Indentify functional gaps 3. Determining Integration points 4. Validating the scope of development efforts SUCESSFULLY IMPROVE COLLABORATIVE DECISION MAKING PROCESSES B. SELECTION OF KNOWLEDGE MANAGEMENT PRODUCTS (technology or traditional) C. MARKETING OF KNOWLEDGE MANAGEMENT PRODUCTS (new offerings through email, etc)

ORGANIZATIONAL LEARNING, KNOWLEDGE MANAGEMENT berkaitan dengan ORGANIZATIONAL LEARNING, Namun lebih fokus pada management spesific knowledge assets and development and cultivation of the channels through which knowledge flows.

LEARNING ORGANIZATION Learning organization adalah sekelompok individu yang memiliki tujuan sama yang secara terus menerus memperluas kapasitas mereka untuk menciptakan suatu hasil yang ingin dicapai dengan cara memunculkan pola-pola pikir yang baru dan ekspansif serta aspirasi kolektif dapat diungkapkan dengan bebas sehingga individu dapat terus menerus belajar untuk memahami keseluruhan secara bersama-sama.

Organizational Learning & Learning Organization PERBEDAAN Organizational Learning & Learning Organization ORGANIZATIONAL LEARNING has concentrated on the detached collection and analysis of the processes involved in individual and collective learning inside organizations; whereas the LEARNING ORGANIZATION has an action orientation, and is geared toward using specific diagnostic and evaluative methodological tools which can help to identify, promote and evaluate the quality of learning processes inside organizations. We could argue that organizational learning is the ‘activity and the process by which organizations eventually reach the ideal of a learning organization

4. BUILDING SHARED VISION 5. TEAM LEARNING Peter Senge mengidentifikasi komponen yang berperan dalam inovasi learning organization 1. SYSTEM THINKING 2. PERSONAL MASTERY 3. MENTAL MODELS 4. BUILDING SHARED VISION 5. TEAM LEARNING

PERSONAL MASTERY Organizational learn only through individuals who learn perilaku klarifikasi dan pendalaman visi personal dengan memfokuskan energi dan mengembangkan kesabaran untuk melihat realitas secara objektif.

MENTAL MODELS Kemampuan untuk refleksi ke dalam dan mewujudkan dalam suatu aksi. (inquiry and advocacy melalui perilaku membuka diri terhadap pemikiran-pemikirannya serta membuat pemikiran tersebut terbuka untuk mempengaruhi orang yang lain)

TEAM LEARNING Proses mengatur dan mengembangkan kapasitas team untuk menciptakan hasil yang sangat diinginkan oleh anggota kelompok. Didasari oleh personal mastery dan shared vision yang disertai dengan aksi bersama.

BUILDING SHARED VISION Adanya ketrampilan untuk berbagi “gambaran masa depan” yang melahirkan komitment dan pembagian tugas yang tulus daripada sekedar kesepakatan.

SYSTEM THINKING kemampuan untuk menggabungkan dan melihat secara keseluruhan serta mampu untuk menelaah interrelationship antara bagian yang saling membutuhkan sehingga organisasi dapat dilihat sebagai proses dinamis (hindari dari cycles of blaming and self-defense).

BUILDING SHARED VISION PERSONAL MASTERY FOSTERS THE PERSONAL MOTIVATION TO CONTINUALLY LEARN HOW OUR ACTIONS AFFECT OUR WORLD, MENTAL MODELS FOCUS ON THE OPENNESS NEEDED TO UNEARTH SHORT COMINGS IN OUR PRESENT WAYS OF SEEING THE WORLD. TEAM LEARNING DEVELOPS THE SKILLS OF GROUPS OF PEOPLE TO LOOK FOR THE LARGER PICTURE THAT LIES BEYOND INDIVIDUAL PERSPECTIVE. BUILDING SHARED VISION FOSTERS COMMITMENT TO THE LONG-TERM. but SYSTEM THINKING MAKES UNDERSTANDABLE THE SUBTLEST ASPECT OF THE LEARNING ORGANIZATION – The new way individuals perceives themselves and the world (METANOIA – shift OF MIND)

METANOIA - SHIFT OF MIND SYSTEM THINKING kemampuan untuk menggabungkan dan melihat secara keseluruhan serta mampu untuk menelaah interrelationship antara bagian yang saling membutuhkan sehingga organisasi dapat dilihat sebagai proses dinamis (hindari dari cycles of blaming and self-defense). METANOIA - SHIFT OF MIND

2. Leader as steward 3. Leader as teacher NEW CONCEPT OF LEADERSHIP BECAUSE DEALING WITH HOW WE THINK, WHAT WE TRULY WANT AND HOW WE INTERACT AND LEARN WITH ONE ANOTHER) 1. Leader as designers DESIGN THE LEARNING PROCESS SO PEOPLE IN THE ORGANIZATION CAN DEAL PRODUCTIVELY WITH CRITICAL ISSUES THEY FACE AND DEVELOP THEIR MASTERY IN THE LEARNING DISCIPLINE 2. Leader as steward 3. Leader as teacher

LEARNING ORGANIZATION IS HOW WE THINK, WHAT WE TRULY WANT AND HOW WE INTERACT AND LEARN WITH ONE ANOTHER METACOGNITION & SELF REGULATED LEARNING

FILM THE LEARNING ORGANIZATION