Reasons for studying knowledge management. Concept of knowledge management Concept of development of a knowledge management system

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The theory of the new society is developed in the works of E. Toffler, where the author indicates 1956 as the symbolic date for the beginning of a new civilization - the Third Wave, the main values of which are knowledge and information. A number of works by D. Bell, M. McLuhan and Y. Masuda are also devoted to this problem. A little later, in the 1970s, the information foundations of knowledge management began to be developed in the works of V. M. Glushkov, Yu. In Sweden, the USA and Japan, three different approaches to the concept of “knowledge management” emerged almost simultaneously, which later received corresponding names. Scandinavian, or European, American and Japanese. During this period, the first monographs and publications in the media appeared on this issue, and in 1986, Karl Wiig introduced the concept of knowledge management. It is also impossible not to note the growing interest on the part of organizations in knowledge management and the fact of the organization of the first, as yet few, conferences dedicated to the problem being studied.

In his 1990 book The Fifth Discipline: The Art and Practice of the Learning Organization, Peter Senge introduces the concept of a learning organization—a company capable of continuous self-learning. Knowledge management reaches a practical level: in 1991, the Swedish insurance company Scandia officially established the post of Chief Knowledge Officer. A great contribution to the development of the concept of knowledge management in 1995 was made by the work of I. Nonaka and H. Takeuchi, “The Knowledge Creator Company: The Origin and Development of Innovation in Japanese Firms.”

All subsequent years up to the present day can be characterized as a period of widespread dissemination of the concept of knowledge management in all areas of activity, including science and education. At this stage, the direct formation of “knowledge management technology” takes place as a set of certain methods, techniques and software and technological tools to ensure the free circulation of knowledge and its generation.

In the 1990s, numerous publications about knowledge management appeared on the Internet, specialized websites and magazines were created. In foreign universities, specialization in knowledge management becomes possible for the first time (Harvard Business School, George Mason University, the University of California-Berkeley's School of Information Management Systems), and at the Haas Business School of the University of California, the first department in knowledge is established, the first professor of which is Ikujiro Nonaka is appointed. In 1998, the book “Working Knowledge: How Organizations Manage What They Know” by T. Davenport and L. Prusak was published. At the same time, a knowledge management project is being launched in the Swiss Parliament, the goal of which is to create a knowledge management system and its use at the level of government agencies.

In 1999, the Knowledge Management Institute was formed, a commercial research consortium whose senior staff includes such specialists as Chris Newell, Lawrence Prusak, and David Smith, a knowledge management consultant at IBM Global Services. The number of conferences dedicated to knowledge management is increasing everywhere. In Russia, during this period, the collection “The New Post-Industrial Wave in the West” was published, edited by V. L. Inozemtsev, and a little later, the journal “Problems of Economics” published an article by the first deputy of the Institute of Economics of the Russian Academy of Sciences, Doctor of Economics B. Milner.

In 2001, the first Russian knowledge management portal was launched and A. L. Gaponenko’s book “Knowledge Management” was published. The year 2003 was marked for Russia by the appearance of a monograph by I. Nonaka and H. Takeuchi in Russian, as well as the publication of B. Z. Milner’s work “Knowledge Management: Evolution and Revolution in the Organization.”

Today in Russia and abroad there is a fairly large number of different monographs, publications, and Internet portals devoted in one form or another to the concept of knowledge management. Conferences are held regularly and forums are created to discuss problems and prospects for implementing knowledge management technology in organizations. All this indicates that knowledge management, being at the intersection of various disciplines, is a completely new direction, very relevant in modern conditions, the study of which is the subject of work by many researchers around the world.

Knowledge

Knowledge not only represents an independent value, but also generates a multiplier effect in relation to other factors of production, affecting the level of efficiency of their use. Thus, in the modern economy, the source of competitive advantage is not an advantageous market position, but difficult-to-replicate knowledge as assets and the way they are allocated. Moreover, the focus here is not on the creation of knowledge, but on its movement and use in the organization.

Information and knowledge that form the basis of intellectual capital have a number of specific characteristics in contrast to the financial, natural, labor and technical resources of the organization:

the value of knowledge lies in its abundance, while other resources are valued based on the concept of scarcity;
in the structure of the cost of “materialized knowledge” (knowledge-intensive goods and services), the tendency to accumulate costs at the initial stage of production prevails;
There is no significant economic correspondence between the input knowledge costs and the output knowledge volume.

this is necessary information, used according to certain rules and in accordance with certain procedures and taking into account the attitude (understanding, approval, ignoring, consent, denial, etc.) of the subjects using this information. Today, organizational knowledge is considered simultaneously as an information stock and as a flow (the movement of this information) at the same time.

Types of knowledge

Davenport and Prusak note that “knowledge is the combination of formalized experience, values, contextual information, and expert views that provides a framework for evaluating and integrating new experiences and information. In organizations, they often end up not only in documents or repositories, but also in organizational procedures, processes, practices and norms."

Ikujiro Nonaka developed the knowledge spiral - a model that explains how, when creating new knowledge, explicit and implicit knowledge interact in an organization through four processes of their transformation:

In the process of socialization, non-verbal transfer of hidden knowledge occurs from one member of the organization to another, for example, through the observation of one person after another. Externalization is the process of turning tacit knowledge into explicit knowledge through unusual use of language, various metaphors and analogies. Combination is the transfer of explicit, codified knowledge from one person to another with the help of books, newspapers, lectures, computer technologies, and internalization is the transformation of explicit knowledge into a hidden form, for example, through the practical performance of some activity.

The authors focus on informal knowledge - premonitions, understanding, guesses, emotions, ideals. This type of knowledge allows an organization to solve many important problems and makes it possible to see the company as a living organism, and not as a machine for processing information. In this regard, the desire of many modern organizations to transform tacit knowledge into formalized knowledge will not have the same result as if this knowledge existed in its original form.

Knowledge model

Each company has its own knowledge management model, taking into account the specifics of its activities, production scale, organizational features, and corporate culture of the company. However, regardless of the direction of information flows, knowledge management must ensure control over the implementation of the following processes in the organization:

creation of new knowledge;
using existing knowledge when making decisions;
translation of knowledge into products and services;
transfer of existing knowledge from one part of the organization to another;
ensuring access to the necessary knowledge to authorized departments, employees, processes and systems;
maintaining the integrity of knowledge, protecting knowledge from external and internal threats;
structuring, codification and identification of knowledge.

The sequential alternation of four processes - socialization, externalization, combination, internalization - creates a spiral of knowledge. The central task of managers is thus to ensure that this spiral operates effectively. For this purpose, Nonaka and Takeuchi introduced the concept of an organization model in which management follows a “center-up-down” path, where middle managers are at the center of events. They are the conductors of ideas between senior managers who are out of touch with reality and sometimes put forward idealistic concepts and the mundane, routine activities of ordinary employees who must implement these concepts.

Knowledge system

A knowledge management system is a set of management procedures, repeated on a regular basis, designed to improve the efficiency of collecting, storing, distributing and using valuable information from the company's point of view.

In his article “The Concept of Knowledge Management in Modern Organizations” B. Z. Milner. identifies three main components that make up a knowledge management system, namely:

human;
technological;
organizational.

Culture is the most important issue in the field of knowledge, since it is the human factor (values, level of connections or isolation in the organization) that makes or breaks a knowledge management system. Human interactions and relationships are often referred to as “social capital,” an element of a firm’s overall capital.

Technology cannot alone solve knowledge problems or create an environment for knowledge exchange, although it is a very important element of a knowledge management system. The use of modern information technologies should in no case eliminate the necessary elements of ordinary interpersonal communication, because they make the processes of knowledge exchange in the organization more intense. In this regard, it is necessary to pay attention not only to the material and technical part, but also, mainly, to organizational aspects.

The structure of organizational knowledge consists of practical, theoretical, strategic, commercial and industrial knowledge. The organization extracts information, draws conclusions and generates new knowledge in order to improve the quality of products and services provided and, consequently, the competitive position of the company. The management of each of the listed elements as part of a knowledge management system is based on the use of the processes already discussed - the creation, storage, use and dissemination of knowledge within the organization.

Thus, from a knowledge management perspective, the essence of a firm lies in its capacity to create, transfer, aggregate, integrate and exploit knowledge as assets. As a result, competencies are formed from knowledge, which, in turn, serve as the basis for the creation of products and services offered by the company to the market. In other words, knowledge management, integrating many different disciplines such as human resources management, marketing, economics, psychology and computer science, is a 21st century technology that allows organizations to ensure their competitiveness in the market.

Key Concepts

Spiral of knowledge is a model proposed by Ikujo Nonaka to explain how explicit and tacit knowledge interact in the creation (generation of new) knowledge in an organization through four processes of their transformation or modes of behavior.

Learning organization is an organization that creates, acquires, transfers and retains knowledge. It changes flexibly and adaptively in response to new knowledge and the context of the situation. It is where people continually expand their ability to create the results they actually want, where new, expansive ways of thinking are nurtured, and where people are continually learning how to learn together.

Learning Community- This is an informal group of people, without reference to an organizational structure, jointly discussing best practices, various issues or skills that the group seeks to learn more about.

Knowledge Map is the process of identifying knowledge and skills necessary to sell or develop a solution.

MINISTRY OF EDUCATION AND SCIENCE OF UKRAINE

DONETSK STATE UNIVERSITY OF MANAGEMENT

THOREZ COLLEGE

Essay

in the discipline: “Knowledge Management”

on the topic: “Knowledge management essence and concept”

Completed by the student:

Groups MV-07-01

Lyulka E.E.

Introduction
Chapter 1. The essence of organizational knowledge management
1.1. Knowledge management concept
1.2. Knowledge Management Technologies
1.3. Development of knowledge management systems
Chapter 2. The importance of knowledge management in improving organizational performance
2.1. Knowledge in an organizational setting
2.2. Enterprise knowledge management process
2.3. Knowledge management is a prerequisite for strategic success
2.4. Prospects for the development of knowledge management
Conclusion
Bibliography

Introduction

Surprisingly, there is still an opinion that knowledge management in Russia is unpromising and there are no successful projects in this area in our country. However, reality constantly refutes such statements.

As Russian business developed, both the tasks and the set of knowledge management tools changed. For example, in the mid-90s, it was primarily about overcoming information overload. A few years later, when some experience and knowledge had been accumulated, the tasks of knowledge managers changed. Along with performing functions related to overcoming information overload, they were faced with the task of preserving the experience already gained and deeper customization (from the English customize - “custom manufacturing”) of external and internal resources:

Development of so-called knowledge profiles - special information products containing only the information and knowledge necessary for the target group of users;

Structuring existing knowledge and accumulated experience;

Information support for business – working with requests from internal clients.

And only about five years ago this area was first called a term that has been used abroad for decades - “knowledge management”. It was then that knowledge centers appeared - departments whose employees perform functions related to knowledge management: structuring and customizing knowledge sources, developing “knowledge maps”, creating conditions for identifying experts, creating new knowledge, etc. Sometimes they also provide information support to the business (research on requests from internal clients, searches for optimal resources of information and knowledge, monitoring the use of available sources, training employees in the use of resources). In this course work, knowledge management is considered as a tool for increasing the efficiency of an organization.

Chapter 1. The essence of organizational knowledge management

1.1. Knowledge management concept

Today, in an environment of intense competition, in order to make adequate decisions, it is important to clearly know how much knowledge the organization has. Now this is a necessary condition for survival. Fortunately, almost all companies have a wealth of background data and practical experience. For now, this information is scattered in databases, document repositories, email messages, sales reports and, of course, in the heads of employees. The problem is to organize access to this data, giving it a form that is convenient for use. This is not always easy, and when you also need to solve both problems quickly, so that an urgent decision can be made based on the analysis of information, the task can turn out to be almost impossible - if you do not have a system for managing this information.

The concept of knowledge management is one of those vague concepts that can seem both comprehensive and meaningless at the same time. In recent years, this concept has been identified with document management, business information systems, collaboration tools, corporate portals and many other fashionable innovations. But a knowledge management system is not just a single product. Rather, it is a comprehensive enterprise strategy, the purpose of which is to identify and use to the benefit of the company all the information, experience and skills of its employees in order to improve the quality of customer service and reduce reaction time to changing market conditions.

The concept of “knowledge management” (Knowledge Management, KM) was born in the mid-90s in large corporations, where problems of information processing became particularly acute and became critical. It turned out that the main bottleneck is the processing of knowledge accumulated by the company’s specialists (it is such knowledge that provides it with an advantage over its competitors). Knowledge that is not used and does not grow and eventually becomes obsolete and useless, just like money that is stored without being converted into working capital eventually becomes worthless. Knowledge that is distributed, acquired and exchanged, on the contrary, generates new knowledge. There are dozens of definitions of knowledge, but in KM systems knowledge is a fundamental resource based on the practical experience of specialists and on the data used in a particular enterprise.

Knowledge resources vary depending on industries and applications, but, as a rule, they include methods, technologies, information processing procedures accumulated during the operation of the enterprise; manuals, letters, news, information about customers and competitors, diagrams, drawings and other data. Traditionally, designers of knowledge management systems have focused primarily on managers, although there is a tendency to take into account a wider range of people in the organization.

Thus, knowledge management is a general name for techniques that organize the process of communications (targeted communication) in corporate communities, directing it to extract new and update existing knowledge and help company employees solve problems in a timely manner, make decisions and take the necessary actions, obtaining the necessary knowledge in right time. Such methods use 80% humanitarian technologies, and only 20% solutions in the field of information technology.

The application of knowledge management techniques makes it possible to use collective experience and knowledge and transform them into corporate capital.

To integrate knowledge management systems into a single complex, a number of technologies are used:

Traditional automation systems and information retrieval systems;

E-mail, corporate networks and Internet services;

Databases and data warehouses;

Electronic document management systems;

Specialized data processing programs (for example, statistical analysis);

Expert systems and knowledge bases.

Each company has a mission, which formulates the tasks it sets for itself and reflects its positioning. It is reasonable to assume that the company's staff consists of employees whose body of knowledge allows it to follow the mission.

The experience and knowledge of a particular employee who is assigned a task may be insufficient to solve it, but in a properly organized company, the total knowledge of the personnel ensures the achievement of the goal.

Therefore, knowledge management techniques in a company require the formation of communities.

Experts believe that only 20% of all knowledge that becomes “explicit” is used in organizations in one form or another; this means, however, that 80% remains unclaimed. They remain in the hearts and minds of the employees of these organizations. Access to this “unexpressed” knowledge can only be gained through human interaction. The main mechanism for creating high-value knowledge and its application is communication among employees who work together within a given organization, and such communication is entirely within the sphere of influence of communities.

In companies that do not apply knowledge management techniques, problem solving and decision-making are regularly carried out in conditions of insufficient awareness of employees, who use only their own experience and knowledge, which do not always correspond to the competence necessary to solve new problems.

People are the bearers of knowledge. It is the value of the knowledge and experience they accumulate that is ultimately converted into company profit.

The transfer of knowledge occurs during communication or communication between people aimed at obtaining the necessary knowledge to solve problems or make decisions.

Communications can be personal and group, direct or remote.

Personal communications (communication) are used by you in everyday life, for example, when you seek advice or advice from a colleague.

To ensure the effectiveness of group communications, humanitarian measures are used that organize the process of communication in groups, directing it to extract the necessary knowledge from the minds of employees and transfer it to colleagues who need it to solve current problems. Such events include the usual meetings, seminars, conferences, conventions, etc.

Correspondence communications can occur, for example, through paper or electronic documents and messages.

1.2. Knowledge Management Technologies

The role of humanitarian technologies is to create special conditions under which the exchange of knowledge occurs not chaotically, but purposefully.

There is some difference between information and knowledge. Information itself can be essentially useless if, when faced with a task, you have no idea where to look for the necessary information, how to use it, and who to turn to for help. Knowledge resides in the minds of people and reveals itself at the moment of interaction between them. In the process of communication, employees exchange knowledge that cannot be gleaned from documentation and other sources of information. It is necessary to direct this interaction towards achieving the goal, generating new ideas and updating existing knowledge.

Knowledge is tacit, not directly expressed, it is difficult to isolate it in isolation from the context of relationships between people (we mean relationships when people interact both within the company and with clients, suppliers and partners).

Since the transfer of knowledge occurs only during the interaction between specific people, the formation of a community as an environment of people united by a common professional interest or a common goal, allowing contact between those who seek knowledge and the source of knowledge in conditions of trust and using established personal connections with each other – is the most important task.

Internal competition can become an obstacle to the implementation of knowledge management techniques. Therefore, the formation of an atmosphere of communication in the community and corporate culture should take into account this feature of people and be aimed at ensuring that they share knowledge with joy.

If the main motive of an employee is not individual leadership, but the achievement of a goal, then the team is capable, under favorable conditions, of achieving greater results than the sum of the results achieved in the absence of cooperation.

Solutions in the field of information technology (IT solutions) support the rules that accompany the process of knowledge management, help remove barriers to solving the problems of creating a unified working environment, implementing the mechanism of alienation, accumulation, use and modification of knowledge, supporting innovation and communicating information about them to all interested employees in them.

However, IT solutions do not play a dominant role in knowledge management practices: if your company does not take steps to create a culture of collaboration and shared access to data, then no IT solutions will produce tangible results. Just as the use of humanitarian technologies alone without the involvement of information technologies will not lead to effective knowledge management.

The form of knowledge presentation should make it possible to search and master it for subsequent use. This means that knowledge formalized in explicit form, once mastered, can become part of the employee’s experience and be used by him to solve problems and make decisions.

Here are just some of the challenges that cannot be solved without using information technology solutions for knowledge management.

1. A knowledge management system stores knowledge in the context of problem solving, project execution, and relationships between people. Context reflects the business process that led to the desired outcome. Context also reveals background information, the alternatives that were tried, and the reasons why they did not produce the desired results. Knowledge that can be used to improve a business process is transferred to new products and services.

2. The knowledge management system guides the actions of users in order to place information according to certain rules, allowing it to be successfully found and used in the future;

3. It becomes possible to use the “people/content” connections stored in the system. Even if you were not able to find the full knowledge in the system that is ideal for solving your new problem, you can use the “person/content” connection and thus find a person who is the bearer of the knowledge you need.

4. Reducing the dependence of knowledge on the people who own it. You can experience this when onboarding new employees. In addition, losses associated with employees leaving for other companies are minimized (loss of knowledge important for doing business; loss of connections with key clients/suppliers)

5. Correspondence communications will not only reduce the need to waste time on personal meetings. The knowledge gained in the process of personal correspondence consultations will be stored in the system along with the context and can then be used by the entire community or group.

6. Access at any time, anywhere does not create restrictions on the duration of correspondence communications and guarantees that you will be able to obtain the knowledge accumulated by the company at the right time, and not only at the time of personal communication or events that provide group communications.

1.3. Development of knowledge management systems

Figure 1 shows a simplified diagram of the main knowledge management process cycles.

Figure 1. Basic cycles of knowledge management processes

Implementation is usually preceded by a procedure for formalizing the activities of an enterprise using the method of ontological analysis, which comes down to describing standard entities (for an IT system - information objects) and identifying reasonable relationships between them.

The knowledge management system automatically directs user actions in accordance with the ontology that was obtained at the formalization stage. This is expressed in the fact that when filling the system, meaningless structures are not created, since the ontology describes the rules for linking objects.

The two main processes that are in a constant cycle and supported by the IT system are:

The process of accumulating and using knowledge;

The process of continuous improvement of formal descriptions (ontologies).

These two processes are interconnected, therefore the system provides for the possibility of modifying the ontological description during the operation of the system without the need to reprogram it.

It is the creation of knowledge management systems that makes us ask a question that remains a stumbling block for the second generation of automated systems developers: where and how to obtain information (data and knowledge)?

Corporate information can be stored in two forms. Tangible, or explicit, information is data and knowledge that can be found in organizational documents in the form of messages, letters, articles, reference books, patents, drawings, video and audio recordings, software, etc. Personal, or hidden, information is personal knowledge that is inextricably linked to individual experience. It can be transmitted through direct contact – “face to face”, using special knowledge extraction procedures. It is hidden knowledge that is practical knowledge, which is key for decision making and management. In reality, these two types of information, like two sides of the same coin, are equally important in the structure of a knowledge management system.

When developing knowledge management systems, the following stages can be distinguished.

1. Accumulation. Spontaneous and unsystematic accumulation of information in an organization.

2. Extraction. The process of transferring the competence of specialists to analysts. This is one of the most difficult and time-consuming stages; the further viability of the system depends on its success.

3. Structuring and formalization. At this stage, basic concepts should be identified and a structure for presenting information should be developed. It should be as visual as possible and so that it can be easily changed and supplemented. It is at this stage that descriptions and models of business processes and information flow structures are created.

4. System design. Subject formulation of the problem, development of architecture and specifications for programming.

5. Software implementation. Development of the actual software package of the system.

6. Service. It refers to the adjustment of formalized data and knowledge (adding, updating); “cleaning” – removal of outdated information; filtering data and knowledge to find the information users need.

This is not the only possible description of the development process, but it provides insight into what happens when creating actual knowledge management systems. In the literature, only the design and implementation stages are described in sufficient detail, while the main difficulty is represented by the extraction and structuring stages. Few developers know that there is a science called “knowledge engineering”, which arose in line with the development of intelligent systems, or knowledge-based systems, about 15-20 years ago.

Since the main problem of knowledge engineering is the process of knowledge extraction, KM system developers and, first of all, analysts need to clearly understand the nature and characteristics of these processes. There are three main aspects of the knowledge extraction process:

Psychological;

Linguistic;

Epistemological.

It should be noted that even if we are talking about the development of a traditional information system, and not a KM system, the problems of knowledge engineering do not lose their relevance.

Of the three aspects of knowledge extraction, the psychological one is the most important, since it determines the success and efficiency of the analyst’s interaction (communication) with the main source of knowledge - enterprise specialists.

Chapter 2. The importance of knowledge management in improving organizational performance

2.1. Knowledge in an organizational setting

So, today, knowledge management and the organization's ability to learn are becoming a core competency of corporate management. Among human resource managers, especially those involved in personnel development, the concept of a “learning organization” has been very popular since the 80s. The models and methods developed on its basis have a high heuristic value and help managers more deeply and fruitfully organize educational processes at enterprises.

However, an analysis of the extensive literature on the subject of the “learning organization,” as well as the practice of developing and implementing specific projects based on the corresponding concept, reveals the specific limitations of this method. Although the concept of organizational learning remains the focus of attention in the field of human resource management and industrial pedagogy, it has not yet become a paradigm of management and management science. Because of this, the potential of organizational learning is still not fully exploited, despite the great heuristic content of the method itself.

In this regard, it is of particular interest that a new concept has begun to come to the forefront of management research. It is based on three components - training, work and the organizational process, i.e. derivatives of knowledge.

New approaches to the definition and content of the concept of “knowledge production” are important for the “knowledge” paradigm in the context of a wide variety of management tasks and forms of their solution. There are two approaches here. The first is implemented in the spirit of the Newtonian tradition and includes a set of ideas, methods, values and norms within one or more scientific disciplines. This is mainly a cognitive approach, relevant to science in general.

The other approach, on the contrary, is applicable in a broad social and economic context that extends beyond the boundaries of a single discipline. It is characterized by the applied application of knowledge, interdisciplinarity, heterogeneity and organizational diversity, connection with the cultural and social spheres of production and use of knowledge, and understanding of the importance of quality assurance taking into account social criteria.

The tasks of managing knowledge production are twofold, but interrelated. On the one hand, the internal aspect is important for management, i.e. intra-company dependencies of subsystems within the “organization” system throughout the “cost – production – output” cycle. On the other hand, he must also take into account the external factor in the form of transactions of the “organization” system with its external environment and the corresponding feedbacks.

In analyzing the differences between financial and intellectual capital, some researchers point to a number of important elements of organizational cognitive theory. In particular, they describe five fundamental features of knowledge about and in organizations.

1. Knowledge is the ability of an organization, based on internal and external observations, to constantly recognize phenomena in all areas of its activities. This should be reflected in her assessments, impressions, preferences and the ensuing conditions.

2. Knowledge is a state of constant vigilance of the organization, attentive and sensitive attitude to the most “insignificant” signs of change, “early warning” signals. Knowledge also means being careful about making too hasty assessments, otherwise it is unnecessary and the meaning of its acquisition is lost. Metaphorically, this aspect of knowledge is increasingly likened to the cultivation of a landscape by an experienced gardener in accordance with the topography of the surrounding area. Such a comparison indicates that knowledge and ethics must go hand in hand.

3. Knowledge is the creator of language. New experiences and ideas often cannot be accurately expressed and communicated using generally accepted symbols and concepts. In this case, the organization must find its own language and forms of expressing knowledge specific to it. If such a method of communication is found, it means that the organization follows the rule: developing a generally understandable language is more important than searching for an answer to the question of which side is right. A common language is the result of a difficult, long process. It cannot arise by chance or by order from above.

4. Knowledge also means the organization’s ability to anticipate events and “shape” the future. The dynamics of knowledge should be aimed at developing the organization’s ability to see the future, and not at preserving the existing, not at what is already known.

5. From the position of knowledge, competence as the point of intersection of a task or situation with a person’s abilities is not a stable advantage, but a dynamic event, i.e. a product of the interaction of challenge, responsibility, creativity and the process of solving the problem itself. In this sense, competence cannot be created through training alone. It is formed and turns out to be fruitful only in favorable conditions. Creating such conditions is an important task of knowledge management.

2.2. Enterprise knowledge management process

The model of the knowledge management process proposed here is based on the fact that analysis and understanding of reality, and, consequently, the creation of a new reality in an enterprise are possible only on the basis of three main processes - work, training and organization. The linearity (from left to right and top to bottom) of our written method of communication (texts) presupposes (primarily in graphic form) the linear nature of the process and the construction of hierarchical relationships. The model can be correctly understood only when the processes are presented as simultaneous, closed and synchronously implemented (see Fig. 2).

Figure 2. Knowledge management process model

The diagram shows communication and reflection as meta-processes. Communication as the flow and exchange of information of all types and in all directions determines the quality of contacts and connections throughout the organization, which not only arise thanks to it, but also influence it. Feedback is the most important component of communication. Highly developed communication processes are characterized by many types of feedback. In management practice, various difficulties in the field of communication are observed. Monologue modes instead of dialogue modes, problems with the acceptability of information and its reliability are just a few of the symptoms of the presence of communication barriers in learning and application of knowledge.

Reflection, unlike study, is a meta-process of complex learning. In the Kantian sense, reflection is a state of anxiety that arises under the influence of questioning “absolute” truths, speculative models, constructive principles of the surrounding reality, knowledge, values, direct and indirect consequences, etc. Communication and reflection are, in fact, meta-processes that, in principle, have no end and cannot be completed.

The subprocesses of this model can, on the one hand, proceed smoothly and sequentially, on the other hand, have a recursive, circular nature. At the same time, they are easily combined, giving different results each time.

Subprocesses are implemented at three levels. In “learning organizations”, relatively often they occur at the individual and group levels. The key task of knowledge management is the organization of the third, institutional level, i.e. structures and policies in relation to internal and external processes of production, distribution and use of knowledge (research and development, professionalization, human resource management, etc.). A number of private processes are carried out at these three levels.

Perception in this context is understood as sensitivity. This is the ability to early recognize problems, chances, threats, resources; knowledge of different perspectives and needs for means to support them; knowledge about the possible disintegration of complex reality into its component parts, the emergence of false dynamics and “pseudo-production” as a result of fundamental contradictions in the structure of the organization.

The search and analysis of information (data, messages, knowledge, etc.) is fraught, first of all, with problems of a scientific-strategic, methodological and economic nature associated with the identification of knowledge and its sources (including hypothetical ones) and the costs of processing information. Management is faced with the question of the priority of knowledge: what knowledge to recognize, prefer, or ignore and exclude as suspicious in terms of quality or reliability. Sociology claims that in any system there is privileged knowledge, while other knowledge, the so-called amateur (for example, young or, conversely, older people), is not taken into account.

During the “planning and decision-making” sub-process, the need for a new knowledge management paradigm, which would eliminate the segmentation of work, training and organizational process, is especially evident. These three fundamental processes will be effective if they are integrated, i.e. synchronized and linked with each other. The strategic significance of the “organization” process in the form of plans and decisions within the framework of the “work” and “learning” processes becomes immediately obvious if it is not limited to the individual (personal) level, but moves to the group (cultural) and institutional (political) levels. This is precisely the main task of knowledge management in an enterprise.

The “action” subprocess should be understood as the use of knowledge, as actions, methods, approaches. Although the action often needs and is corrected, it is essentially irreversible. This applies primarily to an action that has already taken place. Necessary adjustments can be made to new and different actions, so each action carries with it the chance for a new beginning.

The action is extremely closely related to the subprocess, which is designated in the diagram as desire. Within this sub-process, the question of power arises: is it possible to effectively act against one’s own and others’ will. For successful actions in an organization, it is necessary, first of all, to have desire. This is possible only with the consistency of explicit and implicit knowledge, with the presence of work skills and experience. The acceptability of desires for the organization must be ensured by the correspondence between expectations and the possibility of their fulfillment.

The classic organizational psychological themes of motivation, resistance, identification, participation or non-participation emerge in the question of how actual intention (individual, group or institutional) can be constructed as a process and what tensions or sources of rupture must be taken into account.

If desire comes into conflict with power, then various evaluation systems are activated, which form the basis of the evaluation process. Evaluation in the context under consideration reflects the personal attitude of people, which develops consciously or unconsciously. This installation is in the dynamics of a double horizon:

Firstly, it is something given, real, the so-called factual state;

Secondly, there is also a “non-factual state” of what should be, something desired (in the psychoanalytic sense), a kind of foresight, a “real utopia”.

Therefore, assessment is the true engine of development.

The proposed knowledge management model is designed primarily for small and medium-sized enterprises. The need for its development is caused, in particular, by the fact that the knowledge management system in large concerns with their tradition of differentiating the production and distribution of knowledge and the corresponding structures (the presence of a chief manager for science at the level of the management or board of directors of the concern) is unrealistic for small and medium-sized companies.

2.3. Knowledge management is a prerequisite for strategic success

The subject of knowledge management at the enterprise level in the socio-scientific, economic and legal context is presented in the diagram (see Fig. 3). It identifies the main parameters, tasks, structures, processes and framework conditions of intra-company knowledge management, as well as a set of related management responsibilities.

Figure 3. Contents of knowledge management in an organization

Knowledge management turns into the most important factor in creating wealth and provides competitive advantages only if in the concept itself it is not considered as a structural element of control, but is understood and formed in the light of an orientation towards a paradigm shift.

The classical paradigm of knowledge management, which was formed on the basis of a detailed division of labor, essentially represents the differentiation and segmentation of the processes of learning, work and organizational activity. As a result, these three main areas of enterprise activity have developed their own scientific disciplines (or coding systems), including pedagogy, labor science and organization theory, as well as corresponding behavior patterns (practice).

The rapid growth of deep theoretical and practical knowledge has long obscured the fact that within this paradigm a distinction was made between technological, psychological and socio-cultural components, which in principle constitute a single whole. Accordingly, communication has flowed and continues to flow primarily within individual segments.

Differentiation and segmentation of training, work and organizational process takes time and adherence to certain hierarchical rules. In the classical version, segmentation usually begins with training (acquisition of knowledge), documented in qualifications that determine admission to perform a certain type of work (functions). Although today the idea of the need to study throughout one’s working life is affirmed, it is nevertheless believed that work (opportunity) as a fundamental structure can become productive in solving tasks and problems if it is preceded by the acquisition of the necessary special knowledge.

The organizational process is again separated from labor, i.e. power aspect. Organizing is a typical management task. Thus, in the practice of fragmentation of worker training, due to the high degree of specialization of labor, his alienation from enterprise management is added. Any acquired qualification is powerless against this, as evidenced by various kinds of structural adjustments, reorganizations and mass layoffs.

However, general development, especially the introduction of information technology, leads to the creation of a new initial environment. Training, work, organization are closed, parallel processes. Studying is work and it must be organized. At the same time, a person increasingly has to work, constantly learning, and in order to cope with emerging tasks, the relative autonomy of organizational competence in the field is required. And finally, the frequent failures of managers in solving organizational problems show how important learning is for managers themselves.

The classic answer to these questions is organizational development. But it is also becoming ineffective, as it is increasingly shifting towards relationship management instead of solving specific problems and thereby engaging in knowledge management. Phenomena such as “the phenomenon of groupthink”, “bounded rationality”, various kinds of prejudices (for example, prejudices, stereotypes of perception), previously widely covered in the specialized literature, lead in the field of management to the fact that failures, difficulties and complications are considered first. all as interference or the result of errors, and not as a reason or indication of the need for individual or collective learning. This is also a socio-psychological explanation for the fact that, given the topology of management and training problems, most enterprises give a clear preference to routine and transfer solutions.

2.3. Knowledge Management Effectiveness

Is it possible to measure the effectiveness of knowledge management? There is no single answer. Some people are sure that it is impossible to calculate the benefits obtained as a result of knowledge management. It's like assessing the contribution of marketing, human resources, or information technology. However, it was estimated that BP's Chief Knowledge Officer saved employers $260 million in 1998. According to research conducted by KPMG in 2000, knowledge management programs resulted in 71% of the results of the implementation of knowledge management programs. respondents noted more effective decision making, 64% had improved quality of customer service, etc.

Knowledge management, as a rule, leads to more efficient use of working time and cost reduction. It also provides additional benefits.

It is known that employees spend about 30% of their working time searching for the necessary information, and another 15% on communicating in order to obtain it. Knowledge and information management ensures constant access to the necessary knowledge - employees do not waste time “reinventing the wheel”. In the Russian company "Ruyan", which is actively developing new brands and products, knowledge about existing samples of the company's interesting product line is stored in a "library", and this allows us to speed up the development process.

The directory of useful links (Smart Sites Directory), compiled in accordance with the most frequently asked questions (FAQs) of investment company analysts, made it possible to significantly reduce the working time of not only the analysts themselves, but also the employees of the business information support department. In another company, the development of a similar directory made it possible to reduce Internet traffic, and the company's costs were reduced.

A typical situation is when employees of different departments of a large company, working on similar problems, spend time searching for the same information, subscribe to the same media and electronic resources. Knowledge management reduces wasted time and money by centralizing access to knowledge.

Many managers feel so-called information overload, that is, they are forced to waste their time searching for the necessary data in a large information flow. Customizing knowledge—providing only the information you need—allows managers to make decisions faster and more effectively.

The indirect benefits a company receives from knowledge management are less obvious and more difficult to quantify. Preserving and using past employee experience in many cases contributes to a company's competitive advantage in the market.

It is indeed not easy to assess how beneficial it is for a company to manage knowledge, but it is quite possible if the goals of knowledge management in a particular company are defined.

2.4. Prospects for the development of knowledge management

According to the Gartner Group, mass implementation of knowledge management systems began in 1998, and now similar systems are deployed in almost all large companies

Key ideas influencing modern business development trends include organizational learning, knowledge management, virtual corporations, reengineering and innovation in business processes, complex system applications for business, self-adaptive systems, e-commerce, Internet strategies, intellectual property rights, technology outsourcing, information portals, etc.

These ideas can be expressed in one simple phrase: radical, ongoing change. Ideas such as change management, formal and informal learning, adaptation, agility and flexibility have been popular over the past few years. However, in recent years, the accelerating and global nature of change has reached unprecedented proportions, driven by the logic of predestination and planning. This fact has added relevance for the creation of new business models that do not depend on the nature and processes of change.

Knowledge management, from a strategic business perspective, is about taking away what you know before others do and taking advantage of it by creating opportunities that others haven't thought of yet. In general, knowledge management is focused on the constantly changing environment (environment) in which societies, organizations, and people work, adapt and survive.

In this case, knowledge management should be considered more as a discipline, a methodology, rather than a “panacea” or technological solution. The very ideas of knowledge management became popular precisely because business models built on the principles of automation and the logic of memory of the past turned out to be inadequate to the realities of the time and distorted future forecasts and trends. More problematic is the impact of such models on the formation of content and data entry than on business processes and data output from systems. And, as the popularity of IT systems grows around the world, the use of knowledge management solutions becomes most critical from the point of view of business processes and the people involved in them.

Knowledge management solutions become more relevant the less business processes and people are tied to the organization's structure and geographical boundaries. And only through comparison do corporations realize that knowledge management ensures adaptation, survival and preservation of competencies against the backdrop of ever-increasing global changes. To succeed in such an environment, a company must build its business not only and not so much on the potential of IT systems in the field of working with data, but also on the “creativity” and innovation of people inside and outside the company. The key solution is to constantly evaluate and re-evaluate the monotonous business process, “pulling out” from it and correcting issues that may hinder continuous learning and innovation.

Knowledge management can only be considered a powerful competitive advantage in a company that is focused on constant changes in business processes. No information technology or data itself can provide long-term competitive advantage or implement decisions (if decisions are made at all based on the understanding and insight of information and data). Competitive advantages can only be achieved by “translating” information into valuable, meaningful guidelines for action.

Thus, in perspective, knowledge consists of action: in the effective presentation of data and information resources for decision making, and, mainly, in the very execution of the decision made. Managers need to identify and constantly improve their guidelines for action (methodologies, job descriptions, etc.), to make sure that they are not limited in development and capabilities in a changing business environment. Only such a knowledge management strategy and its implementation with the help of information and communication technologies provides the greatest likelihood of being first.

Among the most recent and most noticeable business trends, we can highlight the unification under the topic of knowledge management of various areas of management and technology. This is why it is difficult to find a “usual” or most accepted understanding of the topic of knowledge management across different companies. The consensus that unites the key concepts of knowledge management is as follows: company employees and the processes in which they are involved are the main and critical objects of knowledge management.

Knowledge management is necessary to survive and function in a crisis economy. Will knowledge management become obsolete, will it be replaced by another business strategy that is more appropriate to the new business environment? Drawing the first analogy on this topic, I recall the strategies of customer relationship management, quality management, business process reengineering and many others: have they fallen out of use? There is no clear answer.

Yes, they are outdated in the form in which the scope of their use was determined and in which they were implemented in practice. However, there are areas of implementing a knowledge management strategy that are strongly associated with the use of technologies focused on the conditions of the business environment of the past. Based on the practice of implementing knowledge management in many companies, I would like to believe that knowledge management will have a longer lifespan than any of the listed technologies.

In conclusion, I would like to note that any business strategy must tie its main provisions to the current situation in the business environment. A strategy that can ensure a more complete fulfillment of these conditions will have the right to take the place of knowledge management.

Conclusion

So, in order to make timely and adequate decisions in a rapidly changing market, it is important to be able to use the huge store of knowledge that almost any modern company has. However, not all companies have implemented knowledge management techniques, without which it is impossible to effectively use information dispersed in the heads of employees, databases, document repositories, email messages, sales reports, data about customers, partners and competitors of the organization.

A modern company operates in an environment of growing competition that is chaotic, complex and global in nature, requiring a reduction in reaction time in conditions of limited resources. The knowledge of employees and organizations as a whole becomes a valuable resource that begins to be taken into account along with other material resources. Modern knowledge management techniques make it possible to achieve measurable business results from their implementation.

Firms that use knowledge management are increasingly winning in the market compared to companies that simply collect and accumulate information in a loosely structured “stack.”

It is obvious that the presence in an organization of such a concept as knowledge management helps to bring the enterprise to a new, high-quality level of doing business. Unfortunately, the basic principles of knowledge management were recognized only recently, when many Russian and foreign concerns, due to the absence or ignorance of such a system, suffered fiasco. Therefore, the main task is the absolute implementation of such a program in every enterprise. Moreover, it does not matter whether it is the private sector or the public sector, what is important is the presence of such a system as mandatory and inalienable. It should also be noted that Russian businessmen find it easier to adapt to this program. Due to the fact that Russian business is relatively young, it will not have to get rid of old principles in management, which will allow it to succinctly adapt to the ideal model that the knowledge management program represents today.

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UDC 005.94

Oseledchik Mikhail Borisovich

Candidate of Philosophy, Associate Professor of the Department of Philosophy, Moscow State University of Printing Arts, [email protected]

ORIGINS AND REASONS FOR THE ARISE OF KNOWLEDGE MANAGEMENT

Oseledchik Mikhail Borisovich

PhD in Philosophy, associate professor of the chair of philosophy, Moscow State University of Printing Arts [email protected]

SOURCES AND REASONS OF EMERGENCE OF MANAGEMENT OF KNOWLEDGE

Annotation.

The article examines the emergence of knowledge management as an independent section of management that provides a competitive advantage. This happened due to several factors: the development of Silicon Valley as a fundamentally new economic phenomenon, the emergence of the Internet and the emergence of new information technologies. The author builds a system of origins and prerequisites for knowledge management, highlighting technological and theoretical prerequisites.

Keywords:

knowledge management, information technology, system of origins and prerequisites for knowledge management, technological and theoretical prerequisites for knowledge management.

In the article it is considered the emergence of management of knowledge as the independent section of management, giving competitive advantage. This has occurred due to several factors: the development of Silicon valley as a principle new phenomenon of economy, origin of Internet and appearance of new information technologies. The author forms up the system of sources and assumptions of management of knowledges, selecting technological and theoretical premi-seses.

management of knowledges, information technologies, system of sources and assumptions of management of knowledges, technological and theoretical premises of management of knowledges.

Knowledge management is currently an independent section of management. It gives a strong competitive advantage to any social institution, especially in the economy. “Some researchers are already talking about focusing more on knowledge rather than resources. In this regard, D. Teece states that “the essence of a company is its ability to create, transfer, aggregate, integrate and exploit the knowledge asset.” Knowledge forms the basis of competencies, and competencies underlie the firm’s market offerings of goods and services.”

Researchers identify several factors contributing to the development of knowledge management. Lewis Michael attributed to them, first of all, the development of Silicon Valley as a fundamentally new economic phenomenon, the emergence of the Internet and the emergence of new information technologies. Enterprises that arose in large numbers in Silicon Valley showed that the main thing in success was now the idea, and it was primarily engineers and programmers who brought it into reality. Their main product was not goods, but technologies and services or high-tech devices. The advent of the Internet has dramatically accelerated the exchange and preservation of knowledge, making it possible to maximize its consumption and use for further reconfiguration and production of new knowledge. The development of information technology has made it possible to transfer part of the knowledge of expert specialists into a machine, to create intelligent systems that help accumulate and replicate accumulated experience, as well as make decisions, analyze and interpret data.

E.N. Ruzaev believed that historical reasons should also include globalization and increased competition, prompting universities and industrial corporations to seek competitive advantages; increasing the general technological level of education, science and production. In addition, he identifies ideas in sociology, philosophy and psychology as theoretical premises. In sociology, the ideas of knowledge management have been used at two levels: at the macro level - this is the development of the theory of a post-industrial, information or knowledge-based society; at the micro level - the study of human behavior in groups and communities, the social aspect of human behavior.

In philosophy, knowledge management has explored the distinction between tacit and explicit knowledge, between “know how” and “know what”. This significant difference was first noted

Aristotle. Recently, the rapid development of electronic information has made hidden knowledge especially valuable.

Psychology contributes to the development of knowledge management by developing questions about how people learn, forget, ignore, act or refuse to act, and others. Here I would like to draw attention to the fact that knowledge management considers the issues of knowledge transfer from donors to recipients not mechanistically, but comprehensively, in connection with the issues of creating motivation and conditions for knowledge transfer.

Noting the contribution made by previous researchers to understanding the historical development of knowledge management and relying on their ideas, the author proposes his own system of origins and prerequisites for the emergence of knowledge management.

So, the historical reasons for the emergence of knowledge management were:

1) a sharp increase in competition between business entities and the search for new sources of competitive advantage; one of such significant sources of competitive advantage is the knowledge of a social institution, which needs an effective management system for maximum replication and increment;

2) an increase in the share of production of services in the economy compared to the production of material assets; thanks to the knowledge of a social institution, so-called “windows of opportunity” become visible, which are either not yet occupied in the market, or are being reinvented in order to become a leader in this area and obtain real economic results;

3) the development of new technologies and the emergence of technology parks that create a breeding ground for the active production and reconfiguration of knowledge; here the need for knowledge management increases sharply, the amount of which increases like an avalanche along with the exponential growth of information flows; in order to speed up the process of searching for new ideas and their development as much as possible, while eliminating as much as possible duplication of already tested and rejected approaches, which in turn requires an effective system for selecting and organizing knowledge, on the one hand, and preserving knowledge carriers and their knowledge within the framework of a social institution, with another;

4) a sharp increase in the number of people with vocational education; As a rule, such people have systems thinking and understand better than others the value of professional knowledge, skills and abilities; These people more easily master technical innovations and can use them in their activities, in particular, to build an effective system for selecting, preserving and redistributing the necessary knowledge:

5) the transition from an industrial society to a post-industrial, information society, and an avalanche-like increase in information flows, a change in the economic and social structure of society, where knowledge becomes more important than money, since at any moment it can give much more serious dividends than the simple circulation of money (this is due to the sharp increase in the value of shares of leading companies during their initial public offering).

The technological prerequisites for the emergence of knowledge management were:

1) comprehensive automation of production, increasing the requirements for employees to have the necessary skills, abilities and knowledge;

2) the emergence of computers that provide fundamentally new possibilities for processing and storing information;

3) development of information technology capabilities that provide new software and, accordingly, new opportunities for work and learning;

4) the development of the Internet, which makes it possible to endlessly search for information on the network and redistribute it among users; the speed of dissemination and reconfiguration of knowledge is increasing with incredible speed and comfort.

We can consider the following theoretical prerequisites for knowledge management:

1) the development of artificial intelligence as a special direction in science, which led to the emergence of knowledge-based expert systems;

2) the emergence, thanks to the professor of technical sciences at the University of California at Berkeley in 1965 Lotfi A. Zadeh, of the theory of fuzzy sets in applied mathematics, on the basis of which systems of fuzzy logic and, accordingly, fuzzy control were built. This methodology, using the ideas of many-valued logic, began to be actively used in electronics and made it possible to formalize and use fuzzy concepts; Expert knowledge is used to describe the system instead of differential equations. This knowledge can be expressed naturally using linguistic variables that are described by fuzzy sets.

3) the ideas of explicit and implicit, codified and non-codifiable, personal knowledge, proposed by the founder of the post-positivist direction in the philosophy of science M. Polani in 1966;

4) development of cognitive sciences - interdisciplinary studies of the patterns of acquisition, preservation and use of knowledge by humans, combining the efforts of philosophers, linguists, psychologists, physiologists and computer scientists;

5) development of economic theory, constantly growing interest in organizations, their typology, various management structures; the emergence and development of the concepts of “intellectual capital” and “human resources”, intellectual capital includes human (employee knowledge) and market (trademark) assets, intellectual property (know-how, patents, copyrights), infrastructure assets (corporate culture, risk assessment methods, sales personnel management methods, financial structure, databases, communication systems).

All these factors became the sources and reasons for the emergence of knowledge management as a special branch of management and as a science.

1. Burmann K. Intangible organizational abilities as a component of enterprise value // Problems of theory and practice of management. 2003. No. 3.

2. Lewis Michael. The newest thing. History of Silicon Valley / translated from English. M., 2004.

3. Ruzaev E.N. Quality management of educational services and knowledge management in higher education // University management: practice and analysis. 2004. No. 1(30). pp. 56-60.

References (transliterated):

1. Burmann K. Nematerial "ne organizatsi-onne sposob-nosti kak komponent stoimosti predpriyatiya II Prob-lemy teorii i praktiki upravleniya. 200Z. No. Z.

2. L "yuis Maykl. Noveyshaya novinka. Istoriya Silikono-voy doliny I transl. from eng. M., 2004.

3. Ruzaev E.N. Menedzhment kachestva obrazova-tel "nyh uslug i menedzhment znaniy v vysshey shkole II Universitetskoe upravlenie: praktika i analiz. 2004. No. 1(З0). P. 56-60.

The material will rather present conceptual points that are significant in the process of knowledge transfer than model another system of sequence of actions in knowledge transfer. In my opinion, understanding and keeping in mind the fundamental concepts when transferring knowledge (newcomer onboarding) is more important and allows them to take the right actions.

The knowledge transfer system has already become one of the components of the adaptation process and is necessary to reduce the time that a new employee usually needs to learn in a new place and work with full efficiency.

When using a well-constructed adaptation system, a person feels more comfortable in a new place, and management receives maximum output from him in his work. Moreover, personnel adaptation is, first of all, people who directly help the employee get up to speed; who organize and control this process; surrounding a new employee on a daily basis.

KEY PRINCIPLES OF THE KNOWLEDGE TRANSFER SYSTEM

Knowledge transfer is based on the following key principles.

The transfer of knowledge is purely voluntary. Learning cannot be forced, and experts cannot be forced to share knowledge.
People strive for real contact, so relationships and contact are central to the transfer of knowledge.
The recipient must show interest in acquiring knowledge, only then will he be willing to ask the right questions and have deeper knowledge. It has been established that over the course of a lifetime, people gain 80% of their knowledge through asking questions.
Experts must be interested and motivated in high-quality knowledge transfer.
The transfer and assimilation of knowledge is more effective when a beginner uses the acquired knowledge in practice.

PROBLEMS FACING THE TRANSFER OF KNOWLEDGE?

Problems can be either organizational or caused by broken communications or personal concerns.

Organizational problems most often lie in cases where mentoring is not prescribed as a business process. As a result, an experienced employee, at the personal will of management, is given mentoring in addition to his usual duties, which is not supported by remuneration. This state of affairs does not cause anything but dissatisfaction, because there is neither time nor desire for it.
The personal fears of the expert mentor may be related to the fear of losing his place and position: “if I tell them everything I know, why will they need me?” A beginner’s personal fears may be related to the fear of asking “stupid” questions, so as not to look like a laughing stock in the eyes of others.
Communication problems are more extensive and can be fundamentally related to both the personal characteristics of the participants in the process and their violation of the principles of supportive communications. Typical situations might look like this:

the mentor conducts training (transfer of knowledge) in an openly humiliating, peremptory, categorical style of behavior, or the newcomer (recipient of knowledge) behaves disinterestedly, pretentiously and thereby causes irritation and hostility;
the newcomer does not know what questions to ask and expects an experienced employee to solve this problem for him. The expert expects questions from the newcomer and, when he does not receive them, evaluates the behavior as disinterest. Often, a clarification of relationships does not occur, and the contact itself is curtailed or limited to providing general information;
communications are episodic and short-term in nature and are considered by the recipient of knowledge as insufficient, which leads to the emergence of prejudices and conjectures: “the mentor does not want to share knowledge so as not to create competitors for himself,” “he does not want to just give away knowledge that he himself got at the cost of hard work.” labor." At the same time, on the part of the mentor, the reasons for curtailing communications can be explained by the fact that the newcomer simply does not show interest in this, or no one values the transferred knowledge, or the mentor simply does not like the newcomer due to some individual characteristics.

WHAT SHOULD PEOPLE FOLLOW TO MAKE THE PROCESS OF KNOWLEDGE TRANSFER MORE EFFECTIVE?

An alarming symptom that indicates that knowledge in the company is not accumulated, much less transferred to other employees, is the search for the same information by different people working together. To avoid this, you must adhere to the following rules.

1. Formalized knowledge is not enough to transfer knowledge.

Knowledge within the organization must also be transferred personally. Formal knowledge is only 20-30% of all available information necessary for work. The rest of it consists of informal, intuitive knowledge.

Not all knowledge and competencies can be studied through regulations, guidelines and codes. Formalized knowledge, as a rule, is an information extract, the result of collective experience. Many examples on the basis of which conclusions were drawn disappear without a trace. It is difficult for a beginner to immediately understand what seems obvious to everyone; it is difficult to understand the intricacies of procedures and regulations. Some skills are best taught through a facilitative and personal approach.

Forms of personal knowledge transfer include:

mentoring: a less trained employee is assigned to a more experienced one so that he grows and develops professionally;
cross-training: an employee who has completed the training passes on his experience to colleagues;
lectures, discussions on a given topic: employees have the opportunity to exchange information and come to a common solution to the assigned tasks. The advantage of seminars and cross-training is that the specialists who conduct them structure the information and convey it to their colleagues in a convenient form.

2. Be careful about communications in the process of knowledge transfer.

The transfer of knowledge is a contact process and requires a respectful attitude towards each other and the parties taking responsibility for the quality of communications.

A beginner in such communications is required to be attentive, inquisitive, interested in the topic being studied, and respectful of the experience and personality of the mentor as a whole. The beginner’s attitude in the process of knowledge transfer is to absorb as much knowledge and skills as possible.

And the opposite picture. When the process of transferring knowledge from learning itself turns into a competition of ambitions “which of us is cooler!?”

The newcomer boasts of his past skills, often interrupts the mentor, tries to impose the game “And here... and you,” to emphasize his own importance and to belittle the mentor. What experience and knowledge will he ultimately gain? Most likely, everything will be limited to satisfying your vanity and ambition, nothing more.

The mentor tries to impose his superiority, disdains the newcomer’s past experience, and demonstrates complacency; not so much teaching as bragging about his merits. When a beginner makes a mistake, he may ironically wonder: “how can you not know such obvious things!”

3. The mentor’s willingness to openly discuss his successes and imperfections with the newbie being trained.

The expert's personality is not flawless. It is formed based on the experience of successes and failures. The ability to share your successes helps a beginner to form the required behavior, and stories about his failures and mistakes help him see the consequences of incorrect strategies and learn to avoid them.

4. Encourage and reward those who share their experience and knowledge with others.

Specialists are not always ready to transfer their knowledge and experience for several reasons:

expert knowledge gives an advantage - the opportunity to be ahead (receive better and higher-paid orders, always be “in sight”, be among the first to be promoted to higher positions, etc.);
a feeling of indispensability and the associated ability to influence others, to have power based on authority, and sole possession of information. Employees are more willing to share their accumulated knowledge when they are interested in: the success of teamwork; and in increasing authority among colleagues; and in material rewards.

In order for experts to be interested in transferring knowledge, it is necessary to pay attention to their motivation:

give bonuses, charge interest on salary for mentoring;
increase authority. The process of knowledge transfer itself automatically implies that the mentor is higher than others in some issues - and this, in fact, is public recognition of him as an expert in this field;
create a bonus system for team results. In this case, knowledge transfer will become a necessary component for more effective work.

Voluntary knowledge transfer is possible where employees feel like they are part of a team, where respect is a key point that creates trust between its members. Then there is no reason to fear that you will find yourself unnecessary as soon as everything that is possible is pulled out of you.

5. Apply the shadowing technique.

A technique that implies that a newcomer becomes a constant companion of a successful employee for a short period and observes his actions.

Many experts have been working in their fields for decades, so they act almost instinctively. The beginner's task is to reflect on their actions and decisions, i.e. how they know when to do something; this indicates that something is wrong, etc. By working hand in hand with experts, the newcomer has a unique opportunity to absorb much of their knowledge.

6. Involve the newcomer in projects as quickly as possible, set practical tasks and discuss observed behavior and decisions made.

The value of the approach is that the beginner learns by doing. For him, this is a kind of training in combat conditions, where active training takes place in the skills necessary for work. And the uncertainty into which a newbie’s mentor plunges him accustoms him to ask relevant questions and more deeply comprehend the observed processes.

As a valuable teaching approach, a mentor can deliberately provoke a newbie into making mistakes and incorrect actions just to have an opportunity to discuss important aspects that will help protect him from negative consequences in the future. For example, when working with a client, promising more than is required and then discussing the consequences of such decisions.

7. Support what is said (provisions/principles) with real examples.

A living example, a story told from personal experience, is more likely to touch the imagination and be more deeply recorded in the mind of a beginner than a dry presentation of academic information.

8. Do not overload with information.

There is no need to overwhelm people with information - it is better to captivate them. This is especially true during the adaptation period. The newcomer is faced with everything new and uncertain, experiencing stress and anxiety. This does not contribute to the full assimilation of information, and it disappears without a trace (applies to information that is not supported by practical examples and is not tied to the work being performed). During this period, it should be taken as a rule that information to a beginner should be presented in doses, be relevant and relate to what he needs to know and do right now.

9. Don't lose touch with your retirees. You may need their help.

WHOM TO ADAPT: A NEWCOMER TO THE TEAM OR THE TEAM TO THE NEWCOMER?

High-quality transfer of knowledge, especially in the case of a new employee joining a company/division, will not take place if the environment into which he enters is not prepared, i.e. team.

There has traditionally been confusion on this issue. And many human resource specialists (HR), when asked who needs to be adapted: a newcomer to the team in which he will work, or the team to a newcomer who upsets the balance in the group, are usually inclined to choose the newcomer to the team. This is partly true, but only partly. A collective/team is always stronger than one person. The team carries within itself the corporate culture, established norms of relationships, and behavior in the organization. And when a newcomer enters a team, then regardless of what socio-psychological information the HR “pumped” him up before, the newcomer will perceive the real culture that exists in the team. Or otherwise (if he doesn’t accept it) he’ll quit. And then any system of knowledge transfer is called “down the drain.”

Therefore, in order for the knowledge transfer system to work well and for the newcomer to effectively absorb the experience and knowledge transmitted by the mentors and the team, HR needs to take care of preparing the team for the entry of a newcomer.

First of all, ensure the safety of a newcomer joining the team in order to neutralize the group effect of the “I – them” confrontation.

This effect often stems from uncertainty about what a newcomer will bring to an established team or how the team will react to a newcomer. Both sides are concerned, and this disorganizes the work in the department for some time, and prevents the newcomer from qualitatively perceiving the knowledge being transferred. It is no secret that often the arrival of a newcomer significantly changes the balance of power in a department due to the redistribution of power and functional responsibilities. This is especially important when a member of the management team joins the company.

The sooner the HR person realizes the importance of this concept and gets involved in the process of establishing productive relationships, the better the process of acquiring knowledge will be for the newcomer.

Which ones should be used is a topic for another article.

Throughout the development of mankind, information was given great importance, but until the 1980s. information management was not considered as an independent activity requiring additional qualifications from employees. Previously, information management functions were performed by employees independently in the course of their professional activities.

In the early 1980s. the concept of “information resource management” (IRM) appears Information resource management). The terms “information resource management”, “information management” and “information management” will be considered identical, since in essence they are different names for the same type of activity.

The beginning of the development of the theory of information management (information management) dates back to the 1970s. The importance of information resource management for society and the economy was first stated in 1977 in a report to Congress and the President of the United States, which stated that information could not be considered a public good along with air and water. The government must recognize that information and its use have a value, so information resources must be managed professionally, as well as financial and human resources. Since then, the role of information resources has increased even more, and the current century is quite rightly called the century of the global information society, and the economy of this century is called knowledge economy.

For more than three decades, generally accepted terms have been developed in world theory and practice, and the most important functions in information management have been identified: design of information systems and management of information resources.

The first US legislation in the field of information management was Paperwork Reduction Act of 1980, adopted in the USA, which was subsequently continued in acts Paperwork Reduction Act of 1995 And E-Government Act of 2002

(US Electronic Government Act of 2002), which sets out government policy in the field of information resource management, and also defines some terms: “Information resource management is the process of managing information resources aimed at achieving the mission of the organization, increasing the efficiency of the organization, including reducing the burden of collecting information."

In the early 1990s. a new direction was identified in the development of management theory, in which information and knowledge occupy a central place, and the main driving force and resource for the development of the company are people whose work consists of creating and using information.

In table 1.1 reflects the main stages in the development of the theory of information resource and knowledge management.

Table 1.1. The emergence of the main stages in the formation and development of theories of information resource management in a company

Beginning of formation	Stage name	Main goals	Ways to achieve
	Information systems design management	Creation of automated information processing. Formation of internal information resources	Computer and information technologies, software
	Information resource management (information management)	Effective management of information resources in the interests of achieving the company's mission	Technologies for efficient use of information resources
Early 1990s	Knowledge Management	Creation and use of new knowledge in the company	Providing conditions for the creation, exchange and sharing of knowledge, cooperation in the enterprise

Let us consider the identified stages in the formation of the theory and practice of information resource and knowledge management in more detail.

1. Information systems design management. The main objectives of the direction are to create an automated technology for processing information in a specific subject area. Such problems are solved on the basis of the design of automated information systems, databases, and the development of telecommunications infrastructure. In Russian publications this is often what is meant by the concept of “information management”. However, this position is erroneous. This misconception is based on the fact that over the long period of existence of the command-administrative economy, enterprises and organizations received almost all the information necessary for their activities from higher structures, i.e. their information needs were met through directive information. As a result, information resource management consisted of the distribution of directives and the processing of internal information. Undoubtedly, achievements in the field of building information systems are the basis for the development of information resource and knowledge management.

Currently, the most important issue in information management is access to the necessary information from external sources and its effective use.

2. Information resource management (information management ). The main task of information resource management is to organize information support for the decision-making process in a company in such a way as to provide all the necessary information and ensure the efficient use of information resources.

Information resource management issues were discussed at seminars and conferences held in the early 1980s. At the same time, professional societies appeared in the United States, for example, the Information Management Association ( Association for Information Management – aslib. co.uk), Society for Information Systems Management ( Society for Management Information Systems – ugasmis. org), Federal Information Resources Management Association ( Association for Federal information resources management), Association for Information Resources Management ( Information resource management association), Data Management Association ( Data management association international), etc.

Thus, already in the 1980s. the concept of information resource management was formulated. The main principles of this concept are as follows:

– information is an expensive resource that needs to be used in the most effective way;
– the information resources available to the company are an important asset of the company that needs to be managed professionally, just like other company resources;
– information resource management should be based on modern computer and telecommunication technologies.

It should be noted that access to automated information systems at the initial stage was very expensive and the costs of their use directly depended on the level of qualifications of employees. As early as 1982, US universities offered training programs in information resource management.

In the 1970s The concept of “information literacy” has appeared, which means the ability to find information, manipulate it, critically evaluate it and use it to solve various problems. The goal of information literacy training is to provide users with knowledge and skills that allow them to navigate the flow of information and modern computer and communication technologies, and effectively meet their information needs.

However, in the emerging information society, every citizen must have the appropriate qualifications to carry out their professional activities, continuous learning and use of civil rights in terms of access to information.

3. Knowledge management. The purpose of knowledge management is to provide conditions for knowledge generation, accumulation, transfer and use. The definition of "knowledge" varies significantly depending on the subject area in which it is given. The lack of fundamental differences between the concepts of “information” and “knowledge” leads to the fact that many knowledge management projects are based on an information system.

1) the implementation of knowledge management projects implies possession of meta-information about where this knowledge arises and in what sources it is reflected, i.e. knowledge of the information resources themselves;
2) knowledge management involves the translation of a person’s personal knowledge into forms of information representation that are accessible to other people (in the form of a document);
3) the task of knowledge dissemination is one of the most important in knowledge management. However, knowledge presented in the form of information (document) becomes part of the information resource and is distributed as an information resource.

Knowledge management also has specific functions, such as providing conditions and opportunities for creating new knowledge, presenting this knowledge in the form of information. But these functions are more related to the management of the company’s human resources and their development.

In Russia, the understanding that it is necessary to professionally manage information resources in enterprises came much later, since within the framework of a planned economy, as already mentioned, there were two types of information: directive and internal, coming from various divisions of the enterprise and characterizing the state of the resources of a given enterprise.

In the directive information received from planning authorities, the enterprise was established:

– what products to produce and in what quantities;
– what requirements must the manufactured products meet;
– who will supply raw materials and components;
– what wages should be paid to workers and employees, taking into account their qualifications and length of service;
– what energy resources will be allocated to ensure production;
– where the released products should be shipped;
– a number of other parameters.

Information about the latest achievements, about the products manufactured by the organization or the services provided was selected centrally and sent by the relevant structures of the state system of scientific and technical information to the organization.

During the transition to market relations in Russia, directive and scientific and technical information ceased to flow into commercial structures. As of January 1, 2009, there were 4,771.9 thousand state, municipal and private organizations in Russia, of which more than 83% of organizations were privately owned. All these organizations in market conditions are forced to independently find the above information, as well as other information necessary for doing business. This information is usually called information about the external environment. According to experts, information about the external environment makes up more than 85% of the total information a company needs to carry out its activities.

See: National Commission on Libraries and Information Science. Annual Report to the President and Congress, 1976–1977. URL: eric.ed.gov/
E-Government Act of 2002. Global Legal Information Network. URL: glin.gov/
See: Innovative development: economics, intellectual resources, knowledge management / ed. B. 3. Milner. M.: INFRA-M, 2009. P. 423.
Cm.: Davenport T . N ., Marchand D. Is KM Just Good Information Management? // Financial Times Limited. 2001. No. 04/25. P.2.