Discussion

• Debriefing of KM contents and its objectives

• what are the knowledge of the project in the targeted areas?
• Prioritizing on Identifying the knowledge's of the project in the targeted area
• What are the achievements, experiences , best practices, success, of the project based on the
implementation
• What knowledge is added in the community because of the project
• Gaps presented on the implantation areas
• What learning and lessons imbedded in the community and how do we capture
• what challenges faced during capturing of project based knowledge
• How do we proceed the creation of km document of the project at this time?
• What are Communities of Practice?
Challenges
• Report deadline
• Report quality
• Systems and channels of Monitoring and Evaluation of the
implemented activities
• Linkages and integration to the resource persons (stake holders)
•
Discussion Agendas
how the project integrated with stake holders support and implement
the following activities safely?
• Strengthening of the VESA groups meeting
• To strengthen of functionality of nutrition committees
• distribute (1200) fruit seedling at Fogera woreda
• Washera sheep breed distribution
• Poultry distribution
• DLS construction for selected beneficiaries
• readiness of cooperatives to proved loan to beneficiaries
• Follow up of Lupine and Vetch cutting and plowing at Farta and Fogera
• Cutch up the data of productivity of crop production
• How do we support the strengthening of food systems for livelihood
sustainability through mitigating Malnutrition?
Steps to KM

first, what are the components of a knowledge management framework?

At the most basic level, KM consists of the following steps:
• Identification of needs
• Identification of knowledge resources
• Acquisition, creation, or elimination resources/processes/environments
• Retrieval, application and sharing of knowledge
• Storage of knowledge of knowledge related It is important to note that
none of these processes are independent and all of
Figure 10: Tools of information and knowledge management in agriculture
(source: UNDP, 2012:18)
knowledge processes that transform knowledge from one form to another as
follows:
• socialization (from tacit to tacit, whereby an individual acquires tacit knowledge directly from others
through shared experience, observation, imitation and so on);
• externalization (from tacit to explicit, through articulation of tacit knowledge into explicit concepts);
• combination (from explicit to explicit, through a systematisation of concepts drawing on different bodies
of explicit knowledge); and
• internalization (from explicit to tacit, through a process of "learning by doing" and through a verbalization
and documentation of experiences).
The process of knowledge creation is based on the double spiral movement between tacit and explicit
knowledge. This can be represented in a tabular form as follows:
Spiral of organizational knowledge creation
To tacit knowledge To explicit knowledge
From tacit knowledge Socialization Externalization
From explicit knowledge Internalization Combination
 Four model of Knowledge conversion
• socialization-
 process of sharing experiences
 Apprenticeship through observation, imitation and practicing
• Externalization
 process of articulating tacit knowledge in to explicit knowledge
 A quintessential knowledge creation process involving the creation of metaphors ,concepts, analogies, hypothesis
or models
 Created through dialogue or collective reflections
• Internalization
 a process of embedding explicit knowledge into tacit knowledge
 Learning by doing
 Shared mental models or technical know-hows
• Combination
 a process of systemizing concepts into knowledge systems
 reconfiguration of existing information and knowledge
• Experiences of individuals and social groups can be converted into
knowledge which is considered as tacit knowledge, it is hardly stored
nor can it be captured but can be shared through face-to-face
interaction.
 WHY IS KM IMPORTANT TODAY?
For the individual, KM:
• Helps people do their jobs and save time through better decision making and problem solving.
• Builds a sense of community bonds within the organization.
• Helps people to keep up to date. Provides challenges and opportunities to contribute.
For the community of practice, KM:
• Develops professional skills.
• Promotes peer-to-peer mentoring.
• Facilitates more effective networking and collaboration.
• Develops a professional code of ethics that members can follow.
• Develops a common language.
For the organization, KM:
• Helps drive strategy. Solves problems quickly.
• Diffuses best practices.
• Improves knowledge embedded in products and services.
• Cross-fertilizes ideas and increases opportunities for innovation.
• Enables organizations to stay ahead of the competition better.
• Data –collection of un processed facts, a set of discrete facts about events
• Information –organized or meaningful data after processed
• knowledge – information that is contextual relevant and actionable
 strong experiential and reflective elements
good leverages and increase returns
Dynamic
Evolves over time with experience
• Knowledge is known as Human capital
• The primary d/ce b/n information and knowledge is in the level of understanding of
their underlying organizational data
 The concept of knowledge
management
• generating knowledge to achieve the critical objectives of ensuring food
safety and conserving the environment thereby reducing poverty and
enhancing social and economic development is important
• there is a need to learn how to learn and act which makes investing in
knowledge management a crucial move. distinction among data,
information and knowledge. Knowledge necessarily implies a process of
assimilation and transformation by the human mind.
• data are a collection of facts, measurements, and statistics, information is organized or
processed data that are timely (for example, inferences that can be made from the data
collected within a specified time frame to ensure its applicability) and accurate to
indicate its reliability and originality but knowledge is information that is contextual,
relevant, and useful to undertake action to solve a particular problem.
• Knowledge management (KM) may also be defined simply as doing what is needed to
get the most out of knowledge resources.
• Knowledge management is also a process that helps organizations identify, sort, select,
organize, systematize, disseminate, and transfer important information and expertise that
are part of the organization’s memory and that typically reside within the organization.
The information technologies that together make knowledge management available
throughout an organization are referred to as a knowledge management system (Smith
and McKeen, 2003).
• “Tacit knowledge is that stored in the brain of a person. Explicit knowledge is that contained in documents or other
forms of storage other than the human brain. Explicit knowledge may therefore be stored or embedded in
facilities, products, processes, services and systems. Both types of knowledge can be produced as a result of
interactions or innovations. They can be the outcome of relationships or alliances” (Uriarte, 2008: 4).
This classification involves passing through the following phases:
• Scanning: insights are gained from generally available (diffused) data
• Problem-Solving: problems are solved giving structure and coherence to these insights (knowledge becomes
'codified')
• Abstraction: the newly codified insights are generalised to a wide range of situations (knowledge becomes more
'abstract')
• Diffusion: the new insights are shared with a target population in a codified and abstract form (knowledge
becomes 'diffused')
• Absorption: the newly codified insights are applied to a variety of situations producing new learning experiences
(knowledge is absorbed and produces learnt behaviour and so becomes 'non-codified', or 'tacit')
• Impacting: abstract knowledge becomes embedded in concrete practices, for example in artefacts, rules or
behaviour patterns (knowledge becomes 'concrete')
knowledge processes that transform knowledge from one form to another as
follows:
• socialization (from tacit to tacit, whereby an individual acquires tacit knowledge directly from others
through shared experience, observation, imitation and so on);
• externalization (from tacit to explicit, through articulation of tacit knowledge into explicit concepts);
• combination (from explicit to explicit, through a systematisation of concepts drawing on different bodies
of explicit knowledge); and
• internalization (from explicit to tacit, through a process of "learning by doing" and through a verbalization
and documentation of experiences).
The process of knowledge creation is based on the double spiral movement between tacit and explicit
knowledge. This can be represented in a tabular form as follows:
Spiral of organizational knowledge creation
To tacit knowledge To explicit knowledge
From tacit knowledge Socialization Externalization
From explicit knowledge Internalization Combination
Knowledge creation process
 Knowledge Management
• A system where organizations gather, manage, and use the knowledge that they acquire in ways that
directly affect performance
• An approach to improving organizational outcomes and organizational learning by introducing a range
of specific processes and practices for identifying and capturing knowledge, know-how, experience,
expertise and other intellectual capital, and for making such knowledge assets available for transfer and
reuse across the organization or network
• A process of leveraging knowledge as means of achieving innovation in process and products/services,
effective decision-making, and organizational adaptation to the market for creating business value and
generating a competitive advantage to organizations.
• It is a systematic, explicit and deliberate building, renewal and application of knowledge to maximize
an organizstion’s / firm’s knowledge-related effectiveness and returns from its knowledge assets
KNOWLEDGE TRANSFORMATIONS KNOWLEDGE PROCESSES
Interpersonal Exchange of Tacit Knowledge Observation
Cooperation
Common Experience
Explicit to Tacit Knowledge Learning
Simulation
Reorganization
Tacit to Explicit Representation
Codification
Standardization
Generation of New Explicit Knowledge Categorization
Synthesis
Combination
Integration into Existing Knowledge Structures
 Components of KM
• Effectiveness of the knowledge management is determined by the organizational process in which
knowledge is managed and the human factors that affect the quality of the process which nearly takes 80%
of the efforts. The presence of technology can contain the remaining 20%.
• Knowledge management tools include the use of documents and information about living experts who
provide advice and share their skill with colleagues which can be much more efficient, easier and quicker
than the use of documents.
• Other tools include the use of enterprise portal where a single point is used to have access to knowledge
easily and timely and the lessons learned or the knowledge base where reflections over experiences are
crucial.
The components of KM are; People , Organizational process and Technology
The purpose of using knowledge management technologies as tools is to:
• Enhance and enable knowledge generation, codification, and transfer;
• Generate knowledge (e.g., data mining that discovers new patterns in data);
• Code knowledge to make knowledge available for others; and
• Transfer knowledge to decrease problems with time and space when communicating in an organization
(Ruggles, 1997).
• Based on Rollet (2003), knowledge management technologies can be
classified as communication, collaboration, content creation, content
management, adaptation and E-learning, networking and artificial
intelligence. For a successful knowledge management, the integration of
the cultural dimensions of an organization and technologies at use are
important. A mere focus in technology will not bring success in any
knowledge management project.
A knowledge captured or created can be shared like any other assets through the
use of certain technologies and the user can contextualize the knowledge. Once
contextualized, it can be used to solve the problem and this process of
application will generate some experiences and with additional information the
knowledge user can update himself/herself as the case allows. Such cycle in the
use of knowledge management technologies can be widely applied in business,
agriculture and manufacturing. The process remains iterative and is never-
ending. Data mining and knowledge discovery take a crucial part of the cycle as
it helps updating based on the available large set of database and subsequent
statistical analysis.
• Communication and collaboration technologies are also essential in knowledge sharing and dissemination.
Networking technologies (such as extranet and intranet, web browsers) and artificial intelligence
technologies (such as expert systems and visualization) are quite useful in the knowledge management
cycle.
Application of ICT in Agriculture Knowledge Management
• Effective knowledge management can be realized when the right knowledge and information is delivered
to the right person at the right time using an effective channel which enable users to perform their tasks
efficiently. In the agricultural sector, the outcome of the effective knowledge management is expressed in
terms of its impacts in improving productivity and performance of the agricultural sector.
• Continuous interaction among the stakeholders in the agricultural sectors ranging from farmers all the
way to the agricultural policy-makers is a good indicator for effective knowledge management. In the
African context, the process of ensuring effective knowledge management in the agricultural sector is
heavily influenced by a number of constraints including (1) inadequate means of capturing, systematizing
and sharing the available knowledge, (2) inadequate analysis of the agricultural sector communication of
the stakeholders, (3) use of less effective media (UNDP, 2012).
Figure 10: Tools of information and knowledge management in agriculture
(source: UNDP, 2012:18)
• From Figure 10, one can see that agricultural information and knowledge created based on indigenous and
scientific knowledge sources at universities and research institutes is stored in various forms prior to its
dissemination. The main repositories for such knowledge can be in the form of publications, audio-visuals,
computerized data bases, and websites. The stored knowledge and information is then disseminated to
ultimate users, including farmers, agro product processers, development agents and traders through
intermediaries notably during trainings, field visits, exhibitions, publications, and using traditional forms of
ICT (TV and radio), modern forms of ICT (internet, mobile phone, etc), and others. The above steps-like in
the knowledge management process can be expressed in a cyclical pathway where the application and use of
knowledge leads to creation of new knowledge to deal with new problems and meet new demands within the
society.
• If knowledge management processes become effective and farmers are made aware in how to use technology, then the
role of extension agents can change from supplying technology to transferring knowledge and information packages.
Extension service of this kind becomes mostly knowledge intensive and better respond to the needs of the farmers
timely. For this to take place, a heavy investment should be made in human capital development and information
technology infrastructure. In such a case, ICT service will help extension agents engage fully in the knowledge
management activities where they will be able to gather, store and disseminate knowledge and information that
farmers may need in a timely manner. In the Ethiopian context, for example, priority in the expansion of ICT can be
given to the woreda level farmers training center (FTC) where there are agricultural offices involved in agricultural
knowledge management.
Define. Of KM and Why Knowledge