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The Wiig KM model is based on the principle that in order for knowledge to be useful and valuabl?

Q.1: The Wiig KM model is based on the principle that in order for knowledge to be useful and valuable, it must be organized through a form of semantic network that is connected, congruent, and complete and has perspective and purpose. Explain in detail. (Chapter 3 Wiigs KM Model) (2 Marks)

Q.2: In what ways is the Choo and Weick KM model like the Nonaka and Takeuchi KM model? In what ways do they differ? (Chapter 3 Choo and Weick and Nonaka and Takeuchi KM Models) (2 Marks)

Q.3: Discuss in detail any two techniques of capturing tacit Knowledge? (Chapter 4 Knowledge Capture and Codification) (2 Marks)

Q. 4: Read chapter 5 (Knowledge Sharing and Communities of Practice) and answer the following questions.

a). Explain the concept of communities of practice. (1 mark)

b). Will it be fruitful for the organization to cultivate the communities of practice? If yes, What steps must be taken by the organization to cultivate them. (1 mark)

c). Discuss the concept of skill mining, social network analysis, and Knowledge support office. (2 Marks)

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Q.1: The Wiig KM Model

The Wiig KM model emphasizes that knowledge is only useful when organized into a connected, congruent, complete, perspective-driven, and purposeful semantic network. This means:

Connected: Knowledge elements are linked and related to each other, creating a web of interconnected information.
Congruent: Knowledge elements are consistent and align with the organization’s goals, strategies, and values.
Complete: The network encompasses all relevant knowledge, avoiding information gaps and biases.
Perspective: Knowledge is viewed from different angles, incorporating multiple viewpoints and perspectives.
Purpose: Knowledge is organized and accessed with a clear objective in mind, supporting specific tasks, decisions, or problem-solving.

This organized structure ensures that knowledge can be easily retrieved, understood, and applied to real-world situations, maximizing its value for the organization.

Q.2: Comparing Choo & Weick and Nonaka & Takeuchi KM Models

Similarities:

Both models focus on the importance of social interaction and communication in knowledge creation and sharing.
Both emphasize the conversion of tacit knowledge into explicit knowledge.
Both recognize the role of organizational culture and leadership in fostering a knowledge-sharing environment.

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Differences:

Choo & Weick: Emphasizes the role of sensemaking and interpretation in knowledge creation. Focuses on how individuals and groups make sense of information and situations to create new knowledge.
Nonaka & Takeuchi: Focuses on the four modes of knowledge conversion (socialization, externalization, combination, and internalization) and how they facilitate knowledge creation and transfer.

Q.3: Tacit Knowledge Capture Techniques

Two techniques for capturing tacit knowledge are:

Shadowing: An experienced practitioner (the “shadowed”) performs a task while being observed by a learner (the “shadow”). The shadow carefully observes the practitioner’s actions, techniques, and decision-making process. This allows the learner to gain insights into the tacit knowledge behind the task.
Storytelling: Encouraging experienced employees to share their experiences, anecdotes, and lessons learned through storytelling. This allows for the transmission of tacit knowledge embedded in personal experiences and insights.

Q.4: Communities of Practice (CoP)

a) Concept of Communities of Practice:

CoPs are informal groups of individuals who share a common interest, passion, or expertise. They learn from each other, share knowledge, and develop their skills through ongoing interaction and collaboration.

b) Cultivating Communities of Practice:

Yes, cultivating CoPs can be highly beneficial for organizations. Steps to foster them:

Identify Existing CoPs: Encourage and recognize informal groups already sharing knowledge.
Provide Resources: Support CoPs with tools, platforms, and space for collaboration.
Facilitate Interaction: Organize events, workshops, and online platforms for CoP members to connect and share.
Recognize Contributions: Acknowledge and reward CoP members for their knowledge contributions and leadership.
Integrate with Organizational Goals: Align CoP activities with strategic goals and business needs.

c) Skill Mining, Social Network Analysis, and Knowledge Support Office:

Skill Mining: Techniques used to extract and identify skills, competencies, and knowledge held by individuals within an organization. This data can be used for talent management, skill development, and identifying knowledge gaps.
Social Network Analysis (SNA): A method for mapping relationships and interactions within an organization. SNA can identify key individuals and groups for knowledge sharing, facilitate collaboration, and reveal hidden expertise.
Knowledge Support Office: A dedicated team or department that provides support for knowledge management initiatives. This can include designing knowledge repositories, developing policies and procedures, facilitating training programs, and promoting knowledge-sharing culture.

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