จากวง CoP Learning to Fly
คำโต้ตอบเรื่องวิธีวัดความพร้อมในการทำ KM ต่อไปนี้ น่าจะเป็นประโยชน์ต่อผู้รับผิดชอบริเริ่ม KM ภายในองค์กร จึงเอามาเผยแพร่ต่อ มาจาก Learning to Fly CoP ครับ เข้าไปดูเองได้ที่ http://finance.groups.yahoo.com/group/learning-to-fly/
I am looking for a simple matrix that demonstrates the levels of
organisational capability or readiness for KM or organisational learning in
an organisation. It would contain what an uninformed observer would see at
I would like to use it as a simple tool to help folks see where they are now
and where they could get to in the future.
Is anyone able to help?
What other tools have you used to show people a motivating path to a
positive collaborative future culture?
Many thanks in advance
คำตอบของ Chris Collison
I'm sure you've already looked at this - the basic self=-assessment that we included on the CD with the second edition of "Learning to Fly" - but just in case, follow the "Download Self-assessment" link on the Learning to Fly website:
ความเห็นของ Geoff Parcell
Such a matrix exists on the CDrom that comes with the second edition of the book, and described in chapter 6. It highlights 5 practices: KM strategy, Leadership behaviours, Networking, Learning before, during & after, and Capturing knowledge. Each practice has five levels. The idea is that teams, departments or representatives of an organisation have a conversation to agree where their strengths are and where they can improve. Then they can find others with complementary strengths.
Hope this helps,
ความเห็นของ John Davidson
We use a diagnostic tool that, in a workshop environment, that looks at
36 different aspects of OL. There are 4 different categories -
Environment, Culture, Commitment and Reach. In each of the 36 aspects,
there are 3 conclusions we can come to:
1) This is a blocker to OL
2) This is an enabler for OL
3) This has no measurable impact for OL
An action plan is then developed to use the enablers and overcome the
By repeating the diagnostic part way through the project, we develop a
way to measure impact - often a key thing that's missed.
It's pretty simple and visually striking - even a CEO can understand it
within 5 minutes :-)
ความเห็นของ Martin Thompson
That sounds like the trick, John.
The KM Self Assessment that Chris referred to is fine, but it does come from within a context of KM. So it is relevant when KM initiatives are already happening.
Your process sounds much broader, talking to the environment, organizational culture and so on.
I am convinced that the issues of context within an organisation would give real insights into whether or not an organisation can successfully embark on KM, and what else needs fixing so that such initiatives might be successful.
So your broader assessment sounds just the ticket.
Are you able to share it?
[email protected] John Davidson ตอบ
Unfortunately I can't, but the general principles I can because they are
just good practice:
1) KM doesn't live in a vacuum and needs to be set in the context
of the business.
2) Not all organisations are equal. Even similar ones aren't. So,
look at your organisation and what the blockers and enabler are there.
3) The questions we use are protected by IP, but really you can
develop your own. Take something like
http://www.efqm.org/Default.aspx?tabid=58 and use it as a basis for your
own questionnaire. Remember that academics like models because they
represent the real world - and a different academic will give you a
different view on what's right and wrong because they have different
world views, which is healthy. Practitioners should like models because
they provide a common language for discussion. If you accept this view,
then you'll realise that what you need to do is provide a basis for
discussion and the EFQM excellent model is as good a model as any for
that. In your discussions, use the hooks that the model gives you to
talk about OL.
4) Doing the job well is about engagement with the stakeholders -
never consider the tool as having any more importance than beginning the
engagement - the tool will quickly become unimportant if you do this
well and can guide the conversation to the topics at hand.
Hope this helps :-)
John ความเห็นของ Jack Vinson
Along with the obvious L2F reference that Geoff mentioned, the
DelphiGroup (consultants) were doing something very much along these
lines with their KM^2 methodology. It's a knowledge audit
methodology, where a big component is assessment of the current
state of readiness of the organization for KM. One can then do a
“radar chart” of the results to compare to the ideal and compare
There are a few documents on their website, but I don't know if they
provide enough for you to come up with the matrix on your own. I'd
guess that each organization is going to have a different set of
factors, though many are probably shared.
Jack Vinson, Ph.D.
Knowledge Jolt, Inc.
นี่คือวง ลปรร. วิธีการทำ KM ที่ดีมากครับ ผมขอแนะนำให้แกนนำ KM ภายในองค์กร และวิทยากร KM เข้าไปเป็นสมาชิก ลปรร. หรือติดตามการ ลปรร. ครับ
๑๐ ธค. ๔๘
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