Define Knowledge Mapping
A knowledge map acts as a snapshot in time to help organizations understand what knowledge they have and where their weak links exist. It also reveals what individual knowledge or expertise is critical to a process or focus area. Knowledge mapping should begin with defining business goals and capabilities, devising strategies to meet those goals and capabilities, and developing processes to link to them.
Identify The Knowledge Flow Processes And Core Processes That Need Improvement
Once the strategic goals, strategies, and processes that drive business have been uncovered, it is important to consider how knowledge flows through the organization. This process includes creating, identifying, collecting, reviewing, sharing, adapting, and using knowledge or information. Process mapping is an important precedent activity for knowledge mapping. It ensures that organizations are focusing on improving business processes as well as providing a classification system for the knowledge and information they are mapping.
Assign Who Will Participate In Knowledge Mapping
A knowledge manager must identify the right people to participate in the process of knowledge mapping. The group should be cross-functional in nature so that all areas of the business have a chance to add their input. Additionally, the group must have some ownership over the findings of the knowledge map and be able to influence needed changes. Specifically, the group should consist of:
A facilitator who can assist in setting up and managing the process of knowledge mapping,
A content editor who serves as the point person for collecting content and creating and distributing the knowledge map, and
A group of validators with subject matter expertise.
Select The Appropriate Knowledge Map
Knowledge maps correspond to a particular business process or goal. For differing applications, a knowledge manager can use, in combination or individually, seven types of maps. They are divided into three categories, Enterprise Knowledge Maps, Cross Functional Knowledge Maps, and Process Explicit Knowledge Maps.
Identify Barriers To Knowledge Mapping
The first barrier is a lack of understanding of the knowledge flow process. The organization must have a clear sense of knowledge components, such as whether functions and business units work independently and whether people tend to distrust or embrace knowledge created by others. Another barrier is the "knowledge is power" syndrome. This is seen when employees are reluctant to share their knowledge with the rest of the organization because they feel threatened that sharing might lessen their importance as an employee.
Create The Knowledge Map
Regardless of the type of map selected, there are six basic steps in creating a knowledge map.
Select the process/focus area.
Clearly delineate and capture the key business reasons for mapping the knowledge.
Map the processes and/or strategic goals of the organization.
Identify important knowledge assets needed for each step of the process or strategic goal.
Identify gaps, lack of connectivity, and information overload.
Develop a plan for collecting, reviewing, validating, storing, and sharing the knowledge on the map.
Tips are excerpted from APQC's Knowledge Mapping: The Essentials for Success (2005) by Wesley Vestal.
About APQC:
APQC is a resource for process and performance improvement, APQC helps organizations adapt to rapidly changing environments, build new and better ways to work, and succeed in a competitive marketplace. APQC focuses on: benchmarking and best practices, knowledge management, metrics & measures, performance measurement and professional development initiatives.
Published: Friday, June 17, 2005
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