Knowledge base management strategies come into play at three different levels of knowledge access in the organization. Knowledge can be accessed either before, during or after any knowledge based management activities are carried out. There are different methods that organizations normally use to capture content and relay the same to the users at various levels.
Codification is more or less a push strategy. In such a situation, the users who have access to the system take their time to share and add information into the database. This information is often shared knowledge which can later on be retrieved by others from the common repository when they need access to it.
Personalization is closely related to codification, though it works in the opposite manner. While codification is a push strategy with information being stored in the database, personalization involves requests coming through the system.
In this strategy, users ask experts on particular subject questions from time to time. Because of their expertise in the matters, individuals pull data from these experts when they need such information and this is why it is commonly referred to as a pull strategy.
These two strategies can at times be misconstrued because the manner of their application is closely related. However, codification basically emphasizes data collection and storage in an electronic database, while personalization on the other hand focuses on shared knowledge from experts, and users retrieving the same request.
This strategy is all about relevance. It works around establishing a culture of knowledge sharing. Information that is shared becomes common knowledge and as a result, it becomes easier for the relevant parties to update it whenever possible.
The most important element of this strategy is to encourage people to share, to inculcate a culture of sharing knowledge; learning from one another to make the business environment a zone of enlightenment.
To be precise, this approach is referred to as “after action reviews”. When a process has been completed, the user is expected to provide their reviews or ratings of the process. There are predetermined rating settings such as giving a number of stars with regard to the process, or rating the same based on a scale of perhaps 1 – 5.
Users are also encouraged to be descriptive alongside the ratings, with their input being useful when a system audit is conducted.
This strategy involves working together. The users will work together on a project or a task, and once it is completed, they can then review the challenges and support mechanisms that made their work efficient.
Knowledge base systems are supposed to help foster stronger work ethics, support business applications and protocols, but most importantly they are supposed to help ease the workflow and make the entire workforce more productive.
The after action reviews approach is also linked to this strategy, in the sense that when the project is done, the users who collaborated on it can share their thoughts on how smooth or how challenging the system was in facilitating the project.
One thing that we realize in the knowledge base management strategies is the fact that in most cases, information technology does not really come into play as such. The role of information technology in these strategies is perhaps to facilitate the transfer of knowledge or information from one user to another, but that is as far as it goes.
Just in the same manner that different companies will select different knowledge base software systems that meet their needs, there are different approaches that are usable for different purposes. Different situations manifest in the company, for which an effective strategy for one task might not necessarily be the best for another.
This important note therefore highlights one of the necessary features of an efficient knowledge base management system; it must be dynamic. This therefore allows the project managers and users to select the appropriate strategy that will deliver the best results.
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