AS 5037:2005 pdf – Knowledge management – a guide.
(iv) Adaptive
The organisation is knowledge-aware. Structures are fluid and the organisation adapts readily to its external environment. There is strong internal capability, which is enhanced through interaction with external experts, Networks form, dc-form and re-form according to their own life cycle. Individuals take responsibility for their work (including emotional commitment) and seek knowledge necessary for task fulfilment. Both work and knowledge are fully aligned to strategic intent.
Many organisations are located at different points across the four elements on the continuum. For example, technology and content could be well developed with enterprise portals (around a networked state of technology capability), but the processes and people could be less well developed. The ultimate aim should be to have an appropriate balance between the elements, depending on the context of your organisation.
The goal of knowledge management is not necessarily to achieve the characteristics of an adaptive state across all elements in the entire organ isation, The effort and expense of doing this may be greater than the perceived benefits. Establishing an environment where the state of knowledge is common across the four elements may be more applicable.
Bypassing stages in the knowledge continuum, such as moving directly from connected to adaptive, is not recommended. Where an adaptive state is desired, then skills need to be developed, and processes and technologies installed in an evolutionary fashion to build sustained capability.
3.5 Mapping context and culture outcomes
The Mapping phase will provide a deeper understanding of the organisation’s context and culture. It will enable you to articulate a vision for what knowledge management means for the organisation, generate enthusiasm among key stakeholders and will assist you in identifying and prioritising knowledge activities and potential interventions for building and operationalising knowledge management.
Examples of these priorities could be:
• promoting knowledge sharing;
• building connections to foster tacit knowledge;
• improving the management of explicit knowledge;
• fostering innovation and knowledge creation; and
• improving knowledge literacy.
Translating these priorities into action is covered in both Sections 4 and 5. Some actions may be:
• discrete knowledge interventions;
• an ongoing knowledge management strategy, integrated into the fabric of the or tranisation;
4.1 Translating mapping into action
There are many ways to introduce knowledge management into yourorganisation. The Mapping phase will inform your decision on theappropriate approach to take for translating identified priorities intoaction.
Activities for introducing knowledge management intoyourorganisation could be:
specific knowledge interventions,for example，identifying andseeding communities of practice;
developing a formal knowledge management plan;.building on existing knowledge infrastructure;
setting up a knowledge management team;
establishing connections with complementary areas of practice(see Appendix A);
pilots and prototypes;
creating knowledge champions; and
developing innovative products, processes and services.
AS 5037:2005 pdf – Knowledge management – a guide
