Today I have been requested a Knowledge Map for my organization Tunide Adions. The request sounds to me as a comprehensive chart that would guide collaborators to find their knowledge, both documents or contacts of experts.
We, personal computer users are aware of the difficulty involved in creating a structure of folders that reflects their content and makes it easy to find documents from the desktop. At the corporation level, the creation of a knowledge map that meets the needs of all persons, including customers, presents a comparable challenge although perhaps on a larger scale.
Organizations receive massive amounts of information on a daily basis that they must gather, categorize, interpret and disseminate efficiently. Data such as sectoral news or market trends first comes in and needs to be captured. This process must be supported by established procedures of reporting, editing and publication. Filtered information must then be organized in maps. Mapping organizational knowledge is the most crucial activity in providing users with practical access to information.
The technique of knowledge mapping creates a hierarchical model or architectural structure in which knowledge can be collected and categorized in a standardized manner, comparable to the Encyclopaedia Britannica Propaedia, which is a standard for the collection and categorization of knowledge.
A good knowledge map is a necessary but expensive component that is beyond the financial reach of some organizations. Nevertheless, such organizations can take advantage of the knowledge market as knowledge can be mapped simply by following customer needs and demands. A reasonable knowledge map can be derived based on customer feedback, on an ad hoc basis. Although such a map could appear irrational, it is still more helpful to a user than a hypothetical knowledge model best understood by its creators but rarely implemented in full. In order to follow the knowledge market, knowledge managers need to listen to their knowledge clients in order to ensure that the knowledge that they make available is as attractive and accessible as possible.
The key is to observe knowledge requests and determine the specific conditions under which they are made. For example, an organization that manages a knowledge network of external experts with clients who call for expert referrals is likely to find that clients and experts do not always use the same terms and this situation could cause duplication and inconsistency. The design of knowledge maps that ensure useful and accurate categorization could significantly reduce this risk.
Knowledge maps are models that not only identify documents and other explicit knowledge but that can also identify the tacit knowledge that exists in the minds of people. This is because people are not only guides to information but, also, important repositories of expertise. Such models do not attempt to capture the knowledge of an expert knowledge in a repository but, rather, to retain only topics of expertise and contact information including address, phone number or e-mail address. It would not be feasible for such models to capture this type of knowledge itself, because of time constraints and the complexity of the content.
Knowledge Maps are quickly evolving. After only documents and contacts, other knowledge types are being added. Intranets permit logging for customized search, navigation and access. Usage statistics can be analyzed to provide a more particular experience. And a knowledge map is a product of the business objectives, and must change together with them.
Enterprise Search Engines are complementary tools. They allow users to find knowledge even if it is not properly organized or explicitly unstructured. They search the contents of the Intranet and other available personal computer files (including web browser histories, e-mail archives, text documents, sound files, images and video). Wikipedia offers a knowledge map based on user demands and another one based on academic disciplines, as well as lists and subcathegories, but my strong guess is that more than 80% of the traffic is generated by its search engine.
This ilustration is Alfred Sisley painted by Renoir in 1876, when he tried to simplify reality perceived by his senses. He managed to hide the less expressive details and to emphasize the most relevant characteristics, through freely brushed touches of vibrant and saturated color.
La ilustracion es de Alfred Sisley pintada por Renoir en 1876, mientras intentaba simplificar la realidad percibida por sus sentidos. Renoir escondia los detalles y enfatizaba los rasgos mas relevantes a traves de expontaneos brochazos de colores vibrantes y saturados. I am now inspired by Renoir's principles and see what kind of knowledge map i come up with.
