How The Knowledge Management Model Brings Organization

Topic: How The Knowledge Management Model Bringsorganizationto the T

Topic: How The Knowledge Management Model Brings organization to the tasks of the KM Cycle. Mr. Rockfish reads Jane's memo and is intrigued with the idea of Knowledge Management but he is still not so sure that he understands how it all works. He googled Knowledge Management and discovered that the Nonaka and Takeuchi model was one of the most widely accepted foundation schemes for KM users. Jane, being the good manager that she is, told Mr. Rockfish to speak with you. Mr. Rockfish did so and now he has asked you to give him a short 6 slide power point with speaker notes explaining the model and how it might work at GDD. Use the example of Dawn Jasper, the current administrative assistant to the airplane purchasing agent. She knows everything there is to know about buying a plane but since she is not the person doing the negotiations her knowledge is never really sought after by any one but her boss. Explain how this information could be shared with others using the Knowledge Management model and cycle tasks. Directions: 1. By WEDNESDAY, complete the following: In six slides explain the relationship between the Nonaka and Takeuchi model Knowledge Management model and how it works with the KM cycle tasks to create shared information. Use Dawn as your example. The slides must have speaker notes explaining your model and the relationship. You must use course material to support your responses and APA in-text citations with a reference list.

Paper For Above instruction

Topic: How The Knowledge Management Model Bringsorganizationto the T

This paper explains the Nonaka and Takeuchi knowledge management (KM) model and demonstrates how it facilitates organizational knowledge sharing through the KM cycle tasks, using the scenario of Dawn Jasper. It discusses how the model's processes—socialization, externalization, combination, and internalization—can be applied to share Dawn's implicit and explicit knowledge with others at GDD, ensuring that critical expertise is not siloed but becomes part of the organization's collective knowledge. By illustrating the cycle's interaction with the model’s processes, the paper offers a comprehensive view of how KM fosters organizational learning and efficient knowledge transfer.

Introduction to the Nonaka and Takeuchi KM Model

The Nonaka and Takeuchi (1995) model is a widely recognized framework for understanding knowledge creation and sharing within organizations. It emphasizes the dynamic interaction between tacit and explicit knowledge through four key modes: socialization, externalization, combination, and internalization. This spiral of knowledge conversion facilitates continuous learning and innovation, making knowledge accessible across the organization (Nonaka & Takeuchi, 1995). At the heart of this model lies the belief that knowledge, once created and shared, drives organizational growth and competitive advantage.

The Four Modes of Knowledge Conversion

The model's foundation rests on four modes:

• Socialization: Sharing tacit knowledge through direct interaction, such as mentoring or apprenticeships.
• Externalization: Articulating tacit knowledge into explicit concepts, like documenting best practices or lessons learned.
• Combination: Systematizing explicit knowledge by integrating different sources into new knowledge structures, such as databases or reports.
• Internalization: Embedding explicit knowledge into individuals’ tacit understanding through learning by doing or training.

Application of the Model to Dawn Jasper’s Knowledge Sharing

Using Dawn Jasper as an example, her comprehensive knowledge about airplane purchasing can be transformed into organizational knowledge by applying the four modes of the KM model. For instance, Dawn’s tacit knowledge about negotiation techniques can be shared through socialization by pairing her with colleagues, or through externalization by documenting her insights in a procedures manual. This explicit knowledge can then be combined into organizational databases, enhancing the collective expertise at GDD. Internalization occurs when others learn from these documented practices, integrating them into their own work processes, thus broadening the organization’s knowledge base (Davenport & Prusak, 1990).

The KM Cycle and Knowledge Sharing

The KM cycle comprises several key tasks: knowledge creation, sharing, storage, and application. The Nonaka and Takeuchi model’s processes align with these tasks:

• Knowledge Creation: Socialization and externalization foster the development of new insights, as Dawn's experiences are articulated and shared.
• Knowledge Sharing: Externalization and combination distribute explicit knowledge across teams.
• Knowledge Storage: Organized databases and documents serve as repositories for explicit knowledge.
• Knowledge Application: Internalization allows staff to apply shared knowledge effectively, learning from documented best practices and experiences.

Conclusion

The Nonaka and Takeuchi model provides a robust framework for transforming individual tacit knowledge into explicit knowledge that can be shared and reused throughout the organization. Applying these processes at GDD, especially through Dawn's example, can enhance organizational learning and help avoid knowledge silos. The integration of the KM cycle tasks with this model facilitates continuous improvement, innovation, and competitive advantage by ensuring that critical knowledge is accessible and utilized effectively across the organization.

References

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• Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.
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