Wissensmanagement-Prinzipien

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GVO

  • Prinzipien: "In a knowledge society everyone's a volunteer (Drucker, glaube ich)" oder auch "Man kann den Menschen Gehorsam befehlen, aber kein Wissen" (Konfuzius) Das sind für mich grundlegende Einsichten in Sachen Umgang mit Wissen und wissensorientiertes Handeln bzw. wissensorientierte Führung

Boris Jäger

  • Wir wissen nicht wie man Wissen systematisch managt. Wir haben aber eine gewisse Vorstellung davon, wie systematisches WM gehen müsste. Durch Neugier und vertrauensvolle Zusammenarbeit lernen wir ständig dazu.
  • Wissen ist nicht nur an den Menschen gebunden! Dies zu behaupten wäre unangemessen. Wissen ist überall, es kommt darauf an, was man daraus macht.

... aus der Literatur

Hinweis: Aufsteigend nach Jahrgang gelistet! Vielleicht wird ja ein Trend ersichtlich?

Nonaka, I.; Takeuchi, H.(1995): The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford u. a.: Oxford University Press, 1995.

  • intention
  • autonomy
  • fluctuation/creative chaos
  • redundancy
  • requisite variety

Davenport, T. H. (1996): Some Principles of Knowledge management. strategy+business, 2 (1) 1996: 34-40.

  1. Knowledge management is expensive (but so is stupidity!)
  2. Effective management of knowledge requires hybrid solutions involving both people and technology.
  3. Knowledge management is highly political.
  4. Knowledge management requires knowledge managers.
  5. Knowledge management benefits more from maps than models, more from markets than hierarchies.
  6. Sharing and using knowledge are often unnatural acts.
  7. Knowledge management means improving knowledge work processes.
  8. Access to knowledge is only the beginning.
  9. Knowledge management never ends.
  10. Knowledge management requires a knowledge contract.

Allee, V. (1997): A Delightful Dozen Principles of Knowledge Management. in: Allee, V.: The Knowledge Evolution. Building Organizational Intelligence. Newton, MA: Butterworth-Heinemann, 1997.

  1. Knowledge is "messy."
  2. Knowledge is self-organizing.
  3. Knowledge seeks community.
  4. Knowledge travels on language.
  5. Knowledge is slippery.
  6. Looser is probably better.
  7. Knowledge keeps changing.
  8. Knowledge does not grow forever--something eventually dies or is lost
  9. No one is really in charge.
  10. You cannot impose rules and systems .
  11. There is no silver bullet .
  12. How you define the knowledge "problem" determines what and how you try to manage.

Davenport, T. H.; Prusak, L. (1998): Working Knowledge. How Organizations Manage What They Know. Boston, MA: Harvard Business School Press, 1998.

British Petroleum's KM principles derived from experiences with its Virtual Teamwork Program (p. 24):

  • Knowledge originates and resides in people's minds
  • Knowledge sharing requires trust
  • Technology enables new knowledge behaviours
  • Knowledge sharing must be encouraged and rewarded
  • Management support and resources are essential
  • Knowledge initiatives should start with a pilot program
  • Quantitative and qualitative measurements are needed to evaluate the initiative
  • Knowledge is creative and should be encouraged to develop in unexpected ways

Grey, D. (1998): Principles, practices, and strategies of knowledge management. Talking Culture, Talking Knowledge (Smith Weaver Smith Inc. Journal), February 1998.

  • Knowledge requires a dynamic social process.
  • Knowledge must be explicit to be useful.
  • Knowledge has value only when it is used.

Habbel, R. et al. (1998): Knowledge Management. Insights (Booz Allen & Hamilton), 4 (3), 1998: 1-6.

  • Focusing on key content with high impact
  • Demonstrating workability and success through pilot and prototype creation of "champion cells"
  • Aiming to achieve high-impact for selected users rather than for everybody; introducing an "advocate avalanche"
  • Dedicating a small core team to push knowledge creation and dissemination
  • Being very fast from launch to first tangible results

Wiig, K. M. (1999): Knowledge Management: An Emerging Discipline Rooted in a Long History. in: Chauvel, D.; Despres, Ch. (Eds.): Knowledge Management, 1999, Ch. 1 (Draft).

  • Systematic and explicit KM to maximize the effectiveness of the enterprise business drivers.
  • Knowledge-Based vision to provide the long-term basis for a broad KM practice.
  • Identification of knowledge requirements for individual functions to determine which knowledge to make available.
  • Determination of Knowledge TOWS (Threats, Opportunities, Weaknesses, Strengths) to set priorities and develop needed KM tasks.
  • Alignment of knowledge efforts & enterprise direction to realize the best value of the KM practice.
  • Systematized knowledge-related efforts to make the KM practice effective.
  • Implementation of KM with priority and purpose to minimize waste and maximize KM value

Birkenkrahe, M. S. (2000): Seven spiritual laws of successful knowledge management. Inside Knowledge, Volume 4 Issue 3, 2000.

  1. The Law of Unity: The source of all creativity is experience of the true Self.
  2. The Law of Giving: The easiest way to get what you want is to help others get what they want.
  3. The Law of Cause and Effect: Your future is created by the choices you are making in every moment of your life.
  4. The Law of Least Effort: When you remain open to all points of view, your dreams and desires will flow effortlessly.
  5. The Law of Intention and Desire: Whatever you attend to, will grow stronger. Whatever you take your attention away from, will wither.
  6. The Law of Detachment: Uncertainty is the fertile ground of creativity and freedom.
  7. The Law of Purpose in Life: There is something that you can do better than anyone else in the whole world.

Reinhardt, R. (2001): Knowledge Management: From Theory to Practice. in: Morey, D. et al. (Eds.): Knowledge Management: Classic and Contemporary Works. MIT Press 2001: 187-222.

  1. Principle 1 - "buying in" of power by formal decentralization
  2. Principle 2 - "total involvement" by informal decentralization

Bettoni, M. C.; Schneider, S. (2002): The Essence of Knowledge Management: A More Appropriate Understanding of Knowledge. Knowledge Management 2002 Conference, London, 17. April 2002.

Five basic, fundamental (essential) principles of Constructive Knowledge Management:

  1. CONSTRUCTIVE
  2. INSEPARABLE
  3. BALANCE
  4. NEGOTIATION (PACT)
  5. COMMUNITY

Schneider, S. C. (2002): Vico & Co - Das Wesentliche im Wissensmanagement. Lernende Organisation, Ausgabe 08, Juli/August 2002: 28-29.

Fünf Leitprinzipien für ein konstruktives Wissensmanagement, die für die Einführung von WM-Strategien empfohlen werden:

  1. Praktisches Wissen zweckmäßiger verstehen
  2. Innere Verbundenheit zwischen Wissen und Wissensträger
  3. Wirtschaftlich-soziales Gleichgewicht
  4. "New Pact" zwischen Unternehmen und Mitarbeiter
  5. Vernetzung zwischen Wissenszuständen - Kooperation zwischen Wissensträgern

Defence Research and Development Canada (2003): Knowledge Management Strategy and Framework. Department of National Defence Canada, Defence Research and Development Canada, Directorate Science and Technology Policy, Technical Note DRDC TN 2003-002, 22.04.2003.

  • Align KM with organizational objectives to empower employees with information, knowledge and the environment to facilitate innovation;
  • Focus on supporting the knowledge exchange connections between people;
  • Use KM technology as an enabler in a people focused system;
  • Do not focus on codifying tacit knowledge because it is not possible to accomplish this in a comprehensive or useful way;
  • Do not attempt to capture and store “everything,’ as “everything” does not necessarily have to be kept or is of value; and
  • Strive to have the organization’s expert knowledge available and exploitable by the employees and management.

Sinclair, N. (2003): Why doesn’t knowledge matter?. KMWorld Magazine, 12 (7), 2003.

  • corporate alignment
  • credible targets
  • clear language
  • constant communications
  • consultation and collaboration

Tobin, T. (2003): Ten Principles for Knowledge Management Success. Knova Software, Inc., White Paper, September 2003.

  1. Knowledge Management is a discipline
  2. One champion is not enough
  3. Cultural change isn’t automatic
  4. Create a change management plan
  5. Stay strategic
  6. Pick a topic, go in-depth, keep it current
  7. Don’t get hung up on the limitations
  8. Set expectations or risk extinction
  9. Integrate KM into existing systems
  10. Educate your self-service users

Gray, D. (2003): Wanted: Chief Ignorance Officer. Harvard Business Review, November 2003.

Ignorance management is arguably a more important skill than knowledge management. Mastering it requires learning four basic principles.

  • The Principle of Deferment.
  • The Principle of Prematurity.
  • The Principle of Irrelevance.
  • The Principle of Waste.

Ash, J. (2006): KnowledgeWorks: KM maxims. Inside Knowledge, Volume 9 Issue 7, 2006.

  • Connection not collection;
  • The sooner you can try out an idea the better;
  • Be inclusive in community membership;
  • Stimulate conversations;
  • Avoid buzzwords;
  • People are reluctant to speak up;
  • People would rather talk than fill out reports;
  • People jump on bandwagons;
  • Downsizing mainly affects people with the most knowledge;
  • Survivors [of downsizing] are often less valuable.


... in die GfWM-Wissenslandkarte aufgenommen

  • Wissen ist immer an den Menschen gebunden
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