咨询方法与工具资料库KMAT_WK【精品文档】

The KMAT Workshops
Creating the Internal KMAT
The Knowledge Management Assessment Tool TM (KMAT TM) was originally conceived as an external benchmarking diagnostic tool. The benchmark group database consists of both companies and discrete units such a s divisions, departments, or other “culturally bounded” entities. For example, the Business Consulting Practice of Arthur Andersen (AA) as well as the United Kingdom’s AA Office Practice are both valid entries into the benchmark group database.
This database of distinct entities permits benchmarking of the twenty-four emerging knowledge practices across a wide range of organizational types. Segmentation of the database is also possible, with groups such as “revenues under $300 million,” “fewer than 2,500 employees” and “manufacturing” among the segment types that can be examined.
The Benchmark Results Report that participants receive allows them to see how they compare either to all KMAT participants or to a defined subgroup of organizations (culturally-bounded entities) on the twenty-four emerging knowledge management practices. They can draw a “picture” of the “state of the benchmark group” with respect to knowledge management practices and determine whether they are leading, trailing, or tracking the benchmark group.
However, a company would not be able to take action based on the Benchmark Results Report alone. Additional research would need to take place to determine what organizations that give themselves high performance ratings are actually doing to implement the knowledge management practices and then to determine how valid those approaches might be to any specific organization. Some of the qualitative information that has been captured in the benchmark group database will help us to probe further in these areas, but even that will not be sufficient to lead to action.
In addition, some organizations may believe they are not ready to join a benchmark group on knowledge management. Or, they may feel that no one person can speak for the group as a whole. Nevertheless, they may consider the issues that surface from reading and answering the KMAT questions to be critical ones that merit internal discussion prior to taking action.
Helping Organizations Take Action
To help companies move closer to taking action, we have adapted the Externa l KMAT for use with small groups that are only interested in one another's responses and views rather than those of the benchmark group as a whole. This involves creating a one-time customized benchmark group using the Internal KMAT (currently only Internal KMAT questionnaires are available; software will be developed during the first half of 1996). Following is a description and methodology for building a workshop around the KMAT results in which knowledge management practices are explored in some depth.
Selecting an Appropriate Workshop
The KMAT workshop can take two forms, depending of the needs, composition, and responses of the client group. In both cases, each participant fills out the KMAT, returns it to Arthur Andersen, and receives a detailed report of how his or her responses compare with those of the other participants.
The Knowledge Strategy Workshop
Creating a Common Language and Laying the Groundwork for a
Knowledge Value Creation Strategy
Who Should Participate
For some organizations, the first roadblock to effectively creating and sharing knowledge arises when members find they do not share a framework for thinking about knowledge or even agree on what constitutes organizational knowledge. This can occur even within a work group that shares a common mission. Furthermore, members of the group may be relatively unaware of the strength of their disagreement.
The Knowledge Strategy Workshop is appropriate if:
∙Participants are from the same work group and are likely to engage in the same knowledge value creation practices, OR;
∙Participants are from different work groups, business units, functions, or even organizations (for example, a company and its suppliers), but are responsible for reaching some form of consensus about knowledge value creation priorities, AND;
∙Participants are able to think “big picture’ with regard to their entity’s knowledge value creation needs and strategies.
The ideal size for this workshop is 12 people.
Deliverables
∙The KMAT Benchmark Report: This report, generated by KMAT proprietary software, summarizes graphically how the group rates knowledge value creation practices in terms of both Importance and Performance. Each participant receives a customized report showing how his or her responses compare with the rest of the group. The report serves as an important "pre-read" for the workshop and the facilitation team will provide additional analysis and insights throughout the 1-1/2 day session based on the KMAT survey results . ∙List of Knowledge Value Creation Priorities: The group will discuss the knowledge value creation practices they each consider essential to the organization. Using proprietary AA-Interact software the group will examine tradeoffs among the various "essential" practices to come up with a "shortlist" of knowledge value creation priorities. These practices will establish the "boundaries" for the organizational knowledge strategy.
∙Knowledge Strategy Objectives: The group will generate a series of scenarios describing what the selected knowledge value creation practices would look like if performed well in their organization. These scenarios will be examined in detail and grouped to create a set of knowledge strategy objectives.
∙Building Blocks of a Knowledge Strategy: The group will examine the barriers and resources to achieving knowledge strategy objectives and brainstorm a list of action steps for achieving.. The voting software will be used to explore the feasibility and effectiveness of these tactics as well as the organization’s ability to execute them with existing resources.
Knowledge Strategy Workshop : Agenda At-A-Glance。