Knowledge Management in a Learning 3.0 world

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The following is an excerpt from a knowledge brief by Aberdeen Group: the brief discusses the role that technology plays in the knowledge creation process and the ways in which Learning 3.0 concepts can help accelerate the “spiral” of knowledge creation in your organization.One of the defining competitive advantages an organization has is the knowledge that its people have and how that knowledge is captured, stored, and made retrievable for others.

Learning 3.0

Learning 3.0 refers to learning that comes about through sharing rather than from being taught or where the product of learning is defined by experts. In a Learning 3.0 world, the primary focus is no longer on the individual learner, but rather toward the community and the people around you.

In our existing knowledge economy, fixed, tangible assets are no longer a source of sustainable competitive advantage. Instead, knowledge, an intangible resource, offers a competitive advantage because it lies within the people in an organization and is not easily replicated.

To address this problem, knowledge management strategies need to be developed to allow an organization to capture, store, and retrieve knowledge. Knowledge is a resource that can impact the effectiveness of a business, and the management of that knowledge is crucial in organizations looking to set themselves apart from their competitors.

There are roughly five knowledge management activities that most organizations need to be concerned about. These include the creation, storage, sharing, integration, and deployment of knowledge. The first component of knowledge management, knowledge creation, occurs in an organizational setting through a conversion process commonly referred to as the “dynamic theory of organizational knowledge creation.” In this process, organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge via four patterns of interactions, socialization, combination, internalization, and externalization (SECI).

The four modes or patterns of knowledge conversion that can lead to the creation of new knowledge are: socialization (tacit-to-tacit), combination (explicit-explicit), internalization (explicit-to-tacit) and externalization (tacit-to-explicit). These patterns of interactions are referred to as the spiral of knowledge. The critical steps in the spiral of knowledge for creating new knowledge that add to the existing knowledge base are internalization and externalization. Externalization involves the conversion of tacit knowledge to explicit knowledge, while conversion of explicit to tacit is referred to as internalization.The process of externalization draws on the experience and know-how of the individual and becomes explicit through codification. Internalization helps to broaden and reframe an individual’s own tacit knowledge through access to explicit knowledge. Attainment of this tacit knowledge is achieved through the embodiment of the explicit knowledge and is closely related to learning. As part of the knowledge creation process, data flows between individuals, crystallizing as information and then being internalized as knowledge.Want to learn more? Watch webinar, The New 70:20:10? The Changing Face of Learning, presented by Aberdeen Group and Docebo.