Article I

Article I: Knowledge Management Models

This article is about to discuss and evaluate Knowledge Management Models. In this I chose Knowledge Management Model by Nonaka (1995). This article follows the following sections,

1.1 Overview of Nonaka Model
1.2 . Critical analysis of Nonaka Model
1.3 . Reflections from practice
1.4 . Reflections on my group learning

1.1 Overview of Nonaka Model:

Nonaka and Hirotaka Takeuchi (1995) have proposed a model on Knowledge Management. This model attained recognition as a useful and rigorous approach to describing the ways knowledge is generated, transferred and re-created in organizations. Nonaka referred this Knowledge Management Model as "SECI Model”. The creation of knowledge is a continuous process of dynamic interactions between tacit and explicit knowledge. The four modes of knowledge conversion interact in the spiral of knowledge creation. The spiral becomes larger in scale as it moves up through organizational levels, and can trigger new spirals of knowledge creation.
In brief, the model incorporates the following:Two forms of knowledge (tacit and explicit)An interaction dynamic (transfer)Three levels of social aggregation (individual, group, context)Four “knowledge-creating” processes (socialization, externalization, combination and internalization).Socialization (S) - tacit to tacitExternalization (E) - tacit to explicitCombination (C) - explicit to explicitInternalization (I) – explicit to tacitSocialization: the sharing of tacit knowledge between individuals through conversations and knowledge sharing meetings.Externalization: the expression of tacit knowledge in publicly comprehensible forms.Combination: the conversion of explicit knowledge into more complex sets of explicit knowledge which are more organized and systematic.Internalization: the conversion of externalized knowledge into tacit knowledge on an individual or organizational scale.
The model assumes tacit knowledge can be transferred through a process of socialization into tacit knowledge in others and that tacit knowledge can become explicit knowledge through a process of externalization. The model also assumes that explicit knowledge can be transferred into tacit knowledge in others through a process of internalization, and that explicit knowledge can be transferred to explicit knowledge in others through a process of combination. Therefore, the transforming processes are assumed to be socialization, externalization, internalization and combination.

Strengths of SECI Model:1.Appreciates the dynamic nature of knowledge and knowledge creation.2. Provides a framework for management of the relevant processes.Limitations of SECI Model:It is based on a study of Japanese organizations, which heavily rely on tacit knowledge.Employees are often with a company for life.

1.2 Critical analysis of Nonaka Mode
Nonak’s model is the most accepted theory in Knowledge Management. Nonaka published more theories based on SECI model, this model based on assumption that knowledge is created through social interaction between tactic and explicit knowledge.

Nonaka proposed that knowledge conversion begins with socialization, the tacit acquisition of tacit knowledge by people who do not have it from people who do (Nonaka and Takeuchi, 1995). But in practical situation the knowledge that people have in an organization is so practical and it’s deeply rooted with their body and involved to a specific environment. Therefore it’s very difficult to express when people are asked to describe how they do what they do. They often find it hard to express it in words
Further more in some industries people are not willing to disclose their knowledge because it’s their trade secret of the company.

Another important drawback in the SECI model is lack of cultural issues. Nonaka hasn’t adequately discussed how knowledge conversion can be done in a culturally diversified organization
According to Doyle (1985) argue that the model rests on Japanese management cultural practices, and is thus not transferable to other contexts.
Nonaka’s model is predominantly based on Japanese culture. Japanese work culture is different when compared with other countries. According to Tom De Geytere (2008) Japanese organization rely mostly on tacit knowledge of the employee. And employees are often happy working in one organization for the life-time. This scenario is totally reverse in most of the countries, the employees keep changing the company for various reasons like career growth, financial incentives or environmental change

In Socialization process the knowledge is acquired by interaction with people" (Nonaka, 1995). Therefore in a diversified organization it should be problematic because of the followings.
Individuals in multinational organizations come with different backgrounds. They are from with different countries speaking different languages. Language is a tool for communication. The challenges to Socialization process is how the listener interprets or understands these information (knowledge) when they doesn’t know the language of the speaker.
Another most challenging problem to Socialization Process is lack of trust between the people, due to lack of communication, different cultural backgrounds and different social class levels. Firstly, in this kind of situation, people are much less willing to share their knowledge and ideas. Secondly, it is more difficult to detect problems if people’s work is isolated.

Poell and van der Krogt (2003) treat the mode as forms of learning, and the type of work involved influences how workers learn. But Nonaka apparently assumes workers only learn within parameters set by managers.
As an employee working for a company makes him bounded to the functionality of job profile but this doesn’t restrict his learning skills. The technology enhancements had thrown open doors for unlimited knowledge depositories to acquire the tacit knowledge. This tactic knowledge can be gained by an individual without any restrictions and boundaries laid by the managers and management. The best example for knowledge depositories is internet. The learning process is incorporated into many of the modern company’s in-order to provide and enhance the technical aspects of the employee rather than setting parameters.

1.3 Reflections from practice

When i am doing project in my under graduation we work as a group of three members. All of us are came from different background and different places. When we are doing work together we face lot of difficulties to communicate with each other and to share knowledge among us. So I thought that in knowledge management culture place a major role and Nonaka model ignores that cultural issues. Nonaka model assumes that workers only learn with in the parameters set by managers. In my experience it not correct because when we are doing the project we have our own ideas and own thoughts to implement the project. It is very difficult to follow the rules that given by our project guide. So it is very important to enhance the skills rather than setting parameters.
In organizations people came from different backgrounds and their culture is also different from each other. When they are working as a team they have to share their knowledge and work for the organization. In organizations it is very difficult to implement all the four stages given in SECI model. In software companies it is very easy to implement because the employees are very much clear about what tactic knowledge is and what is explicit knowledge and implementation is also easy because they mainly focus on explicit knowledge rather than tactic knowledge. But in companies like designing and maifacturing companies it is very difficult to implement because there is no clear opinion on tactic knowledge and explicit knowledge. So in my view SECI model is not suitable to all the organizations.

1.4. Reflections on my group learning
In this section i gave some points what i learnt by reading the bloges of my colleagues.
(Pavan, 2008) He criticizes the Nonaka model based on two points one is lack of cultural issues and the second one is workers only learn within parameters set by managers. He supported with the good examples in real life and in literature. I agree with the author what he made in he made in his discussion.
(Samer, 2008) In his blog he explained about SECI model and criticizes the model by giving real life examples. He made one interesting criticism based on suitability. What he made in his discussion is SECI model is not suitable to implement in organization. I agree to that point because knowledge is not clear and to implement all the four stages like socialization, externalization, combination and internalization in real life.

I did not attended the seminars about the models of knowledge management , i could not discuss much about that discussions.

In my view Nonaka model is widely accepted model in Knowledge Management. It is very strong in theory but coming to practice its some what difficult to implement in real life and in organizations. Because Nonaka model mainly focus on Japanese culture. Japanese culture is entirely different from the all over world.

References:

Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company. New York: Oxford University Press. Retrieved March 2, 2008, from http://www.12manage.com/methods_nonaka_seci.htmlCreatingKnowledgeSharing Culture. Retrieved March 2, 2008 http://www.gurteen.com/gurteen/gurteen.nsf/0/FD35AF9606901C42802567C70068CBF5/Knowledge Management models: a state of the art. Retrieved March 2, 2008 fromhttp://www.knowledgeboard.com/item/380/23/5/3
http://knowledgetechno.blogspot.com/
http://m00188617.blogspot.com/