DIKW model

This is an adaptation from Russell L. Ackoff, "From Data to Wisdom," Journal of Applied Systems Analysis

The DIKW model assumes the following chain of action:

1. Data comes in the form of raw observations and measurements.
2. Information is created by analyzing relationships and connections between the data. It is capable of answering simple "who/what/where/when/why" style questions. Information is a message, there is an (implied) audience and a purpose.
3. Knowledge is created by using the information for action. Knowledge answers the question "how". Knowledge is a local practice or relationship that works.
4. Wisdom is created through use of knowledge, through the communication of knowledge users, and through reflection. Wisdom answers the questions "why" and "when" as they relate to actions. Wisdom deals with the future, as it takes implications and lagged effects into account

Data has commonly been seen as simple facts that can be structured to become information. Information, in turn, becomes knowledge when it is interpreted, put into context, or when meaning is added to it. There are several variations of this widely adopted theme. The common idea is that data is something less than information, and information is less than knowledge. Moreover, it is assumed that we first need to have data before information can be created, and only when we have information, can knowledge emerge.

Data are assumed to be simple isolated facts. When such facts are put into a context and combined within a structure, information emerges. When information is given meaning by interpreting it, information becomes knowledge. At this point, facts exist within a mental structure that consciousness can process; for example, to predict future consequences, or to make inferences. As the human mind uses this knowledge to choose between alternatives, behavior becomes intelligent. Finally, when values and commitment guide intelligent behavior, behavior may be said to be based on wisdom.

Data
Specific local properties
1: factual information (as measurements or statistics) used as a basis for reasoning, discussion, or calculation (the data is plentiful and easily available.)
2: information output by a sensing device or organ that includes both useful and irrelevant or redundant information and must be processed to be meaningful.

Information
Specific local properties
(1): knowledge obtained from investigation, study, or instruction
(2) : intelligence, news
(3) : facts, data.

Knowledge
Specific local properties
(1) the range of one's information.

Wisdom
Specific local definition
(1) accumulated philosophic or scientific learning: knowledge. (2) wise attitude or course of action.

According to these definitions, data is the basic unit of information, which in turn is the basic unit of knowledge, which itself is the basic unit of wisdom. So, there are four levels in the understanding and decision-making hierarchy. The whole purpose in collecting data, information, and knowledge is to be able to make wise decisions. However, if the data sources are flawed, then in most cases the resulting decisions will also be flawed.

Knowledge Management Component Architecture

The Knowledge Management Component Architecture consists of knowledge portals, knowledge components, and the knowledge repository.

A Knowledge Portal is a starting point web site where members of a knowledge community begin to enter, find, and access knowledge using the various knowledge artifacts. The knowledge portal may be designed to focus upon the type of work expected to be done by the knowledge user. Knowledge portal profile modes so far determined are:

1. knowledge subject matter access,
2. collaboration,
3. community description and,
4. a combination of the above.

At times, the knowledge user may wish to focus on knowledge relevant to a project being worked on within the context of the knowledge community, or he or she may wish to take an enterprise knowledge view.

A knowledge component is a self-contained, reusable object that can be used independently or assembled with other components to satisfy knowledge management requirements. There is the generic set of architecture issues relevant to all components. Knowledge components have to interface with the knowledge portal, with the knowledge repository, and with other knowledge components. A knowledge component may need to be customized to handle knowledge of events specific to a given knowledge community. In a like fashion, component behavior may need to be customized to satisfy the special needs of the specific knowledge community.

The Knowledge Repository consists of servers where knowledge indices and, often knowledge artifacts (documents, presentations, databases, charts, graphs, plans, audio files, and/or video files) are made accessible. Some searching may cross knowledge servers.

Global Virtual Knowledge Repositories are inter-connectable Knowledge Repositories, globally distributed, that look to be a single entity to portals and knowledge components. One search searches all.

Importance of Benchmarking for a successful Knowledge Management Implementation

Acquisition and Creation of knowledge takes places from various sources such as Individual level, Group level, and Organizational level. Sharing of knowledge among stakeholders ensures in capturing, collating and creating specific, reliable, useful, up-to-date and timely knowledge. Organizations are today striving for improving their bottom line and therefore realizes the importance of involvement of customers and suppliers as sources of product and service innovation. Strategic partnerships with customers are viewed as long-term proposition.

Emergence of Communities of Practice has shown that individual and common goals and interests are taken into account to provide a natural focal point for organizing and promoting knowledge in a particular area. This helps to provide solutions to organizational problems, as well as to provide insight on new or innovative product and services.

Hence Benchmarking is seen as an important aspect with respect to Knowledge Management. It helps in understanding where the organization features in comparison with other organization's in the industry with respect to knowledge, competency and capability which helps in the growth of the organization.

Importance of Performance Measurement for a successful KM Implementation.

Culture may be defined as a set of beliefs and values that provide identity and defines the day-to-day operations within an organization. This will include organization's purpose, vision, criteria of performance, the authoritative locations, decision-making orientations, leadership styles, compliance, evaluation, motivation et al.

A knowledge friendly culture is a key and critical component to successful knowledge management implementation. The organizational view and facilitation for both learning and innovation including how the employees are encouraged to build the knowledge base, in ways that enhances value addition for all its stakeholders is very important.

Organization Culture, which is a key element of managing organizational change and renewal is the biggest challenge for knowledge management implementation. It is this internal culture which can decide on the make or break of effective knowledge transfer, sharing and management. The employee behavior gets moulded to the organizational culture.

An open culture built around integrating individual skills, experiences and competencies into the organization's knowledge will be more successful. A culture of confidence and trust is required to enable and encourage the application and development of knowledge within an organization.

Personal Knowledge Management (PKM)

Personal Knowledge Management (PKM) is a concept that has grown out of a combination of knowledge management (KM) and personal information management (PIM) and cognitive human abilities.

This is focused on helping an individual be more effective and to perform better. Although we are focusing on an individual and his growth through gaining knowledge, the goal is to enable the individual to operate better in groups and in corporations as well. This is as opposed to the traditional view of KM, which appears to be more centered on enabling the corporation to be more effective by "recording" and making available what its people know.

A core focus of PKM is 'personal inquiry', a quest to find, connect, learn and explore. It is the increasing need to grow and learn for inidividuals and their responsibility to explore and self acquire, which has led to the Personal Knowledge Management. There is also a need to have processes and tools which will help the individuals to evalaute their present knowledge in given scenarios, ananlyzr their gaps and then try to see ways and meeans to bridge this gap. In todays world, we see lots of blogging, k-logs, and other measn to capture thoughts, ideas, opinions, suggestions, thoughts which helps in encouraging cognitive diversity, promoting free exchanges away from a centralized knowledge repository, which may be a reference location.

The four components of PKM are:

• Just-in-time Canvassing - templates and e-mail canvassing lists that enable people looking for experts or expertise to identify and connect with the appropriate people quickly and effectively
• Knowledge Harvesting - software tools that automatically collect appropriate knowledge residing on subject matter experts' hard drives rather than waiting for it to be contributed to central repositories
• Personal Content Management - taxonomy processes and desktop search tools that enable employees to organize, subscribe to, publish and find information that resides on their own desktops
• Personal Productivity Improvement - 'knowledge fairs' and one-on-one training sessions to help each employee make more effective personal use of the knowledge, learning and technology resources available to them, in the context of their own work

Importance of Senior Management Commitment for successful KM Implementation

Knowledge Management has lots of benefits for the organization, but to have a successful Knowledge Management System implemented, the most critical aspect is Senior Management leadership and commitment.

For an effective and efficient KM, excellent information system infrastructure is necessary. To create Knowledge Assets and Culture, we need Databases, Processes, Manuals, Procedures, Strategies, Organization harts etc. Usage of network technology infrastructure such as Internet, Intranet, Lotus Notes, Global communication systems add effectiveness of transfer and sharing of knowledge. Hence Information Systems and Processes are extremely critical components.

Creation of knowledge repository/assets, classification, codifying the knowledge, making it available for all in the organization, ensuring reuse for artifacts for optimization, knowledge sharing seminars, web casts/pod casts, discussion groups, bulletin boards, etc help in leveraging the expertise within organization. This is only possible if there is senior management support, and commitment.

Importance of Empowerment for successful KM Implementation

Empowerment refers to a feeling of control and self-efficacy that emerges when people are given power in a previously powerless situation. This creates a sense of freedom which enables people to make better commitments to all their talents and energies to accomplish their shared goals.

The real advantages of knowledge management cannot be visualized without empowering employees. Empowerment requires more knowledge to be able to comprehend and contribute to the performance and achievement of goals. Empowerment makes people take on added responsibilities and solve organizational challenges by learning new skills in the area of work assigned. This also eventually leads them to become more competent.

The effective creation of knowledge assets, knowledge sharing and distribution happens when people have a sense of ownership and this is ignited when there is empowerment. Knowledge comes from expertise, learning, experiences and through empowerment, the organization can accelerate its capability.