Knowledge Management Models

There are various Knowledge Management Models and in this post I hope to successfully discuss the pros and cons of a model when implemented in an organisation.

But first, what is a model? Is it the same as a method?

A Model

Word net describes a model as a "Representation of something (sometimes on a smaller scale)"

A Method

American Heratige Dictionary describes a method as "The procedures and techniques characteristic of a particular discipline or field of knowledge: This field course gives an overview of archaeological method"

With these descriptions and the concept of Knowledge Management in mind it is understandable why the words are sometimes used interchangeably. My interpretation of the main differences between a method and a model is that a model only provides a general representation of a way to manage knowledge and is only usually an overview without going into onerous process detail. However in contrast a method does go into detail and tends to look into the procedures and techniques used in order to apply the model.

The model I have chosen to explore further is the modified version of Demerst's Knowledge Management Model.

Demarests model is described as a holistic model. That is, it looks at the functional and social relationships and transfers between knowledge processes as opposed to say Nonakas model which is termed as mechanistic in that it mainly addresses categorising knowledge and the scientific facts of knowledge management.

Demarests model believes that both scientific and social paradigms should be involved in the initial construction of knowledge. So organisations should be ensuring that when new piece of knowledge is created within the organisation it can be via explicit means e.g. research, training or developing as well as indirect means such as socially in work related forums or away days.

The solid arrows represent primary flows of knowledge and the non filled lines represent iterative flows. The primary flow of knowledge constructs, embodies, disseminates and uses knowledge specifically to the benefit of the organisation or employee.

What I particularly like about this model is that it is very people focused. It recognises the use of both tacit and explicit knowledge in the initial construction and the eventual use of this knowledge management model ultimately benefits both the business and the employee. However the solid and non filled arrows leave me somewhat confused. Do the non filled arrows mean that knowledge flows should not really happen via this route but do? Or that they are simply less important flows. And are the solid arrows the preferred method of knowledge movement?

References

model. (n.d.). WordNet® 3.0. Retrieved January 31, 2008, from Dictionary.com website: http://dictionary.reference.com/browse/model

methods. (n.d.). The American Heritage® Dictionary of the English Language, Fourth Edition. Retrieved January 31, 2008, from Dictionary.com website: http://dictionary.reference.com/browse/methods

Figure of modified version of Demerest's knowledge management model adapted from (McAdam & McCreedy, 1999)