Knowledge management

• Systems thinking—a way of thinking about, and a language for describing and understanding, the forces and interrelationships that shapes the behavior of systems. This discipline helps us see how to change systems more effectively, and to act more in tune with the larger processes of the natural and economic world.

KEY DIFFERENCES: While these four reasonings are similar, there are a few key differences between them. The biggest being how they begin. Deductive reasoning starts with a theory or hypothesis. Inductive reasoning starts after the information is collected. Grounded reasoning begins once inductive reasoning does, and axiomatic reasoning starts the deductive reasoning approach.

Knowledge is defined to be facts, information, and skills acquired through experience or education. There are two categories that fall under knowledge; personal knowledge and shared knowledge. Shared knowledge refers to what “we know because.” It can also be defined as communicated and constructed knowledge; within culture, social norms,

A deductive argument is an argument that is intended by the user to be valid and to guarantee the truth of the conclusion given that premises are true. An inductive argument is an argument that is intended by the user to be strong or good enough that, if the premises were to be true, then it would be unlikely that the conclusion itself is false. An example of a deductive argument would be; Socrates was a man. All men are mortal. Therefore, Socrates was mortal. An example of an inductive argument would be; Socrates was Greek. Most Greeks ate fish. Socrates at fish.

Why is systems thinking critical in developing solutions to sustainability challenges? Systems thinking is a method of thinking that looks at the interconnectedness between different elements rather than a linear cause and effect approach and sees patterns of change rather than fixed “snapshots”. In essence it is a view on the

1.4 Analyse the benefits that information and knowledge management brings to organisations To get sustainable competitive advantage, the significant role of knowledge management has been explored. Knowledge management causes companies’ core competencies to become stronger. Therefore, competitive advantage has been more sustainable. Knowledge management is perceived as the development of organizing the intangible asset of a firm. The economic and production level of a company relies more on its brainpower, human capital and invisible competences than its physical assets. The function of each business relies upon the knowledge of its human capital.

In order for public and private organizations to exploit and manage knowledge in their daily processes and integrate knowledge management in their strategic planning, the managers of the organizations must know the actual meaning of knowledge. Right now, the three-knowledge management models being used in organizations are Nonaka and Takeuci’s (knowledge spiral), Firestone and McElroy’s (knowledge life cycle) snowden’s (Cynefin Model) (Heaidari, Khanifar & Moghimi, 2011).

1 THE KNOWLEDGE ENVIRONMENT– EXTERNAL CONTEXT ...................................................................... 2 HP’s Markets and Competitors ........................................................................................................... 2 INTERNAL KNOWLEDGE CULTURE AND ORGANISATIONAL STRUCTURE ............................................... 3 HP’s Phased Approach to KM ............................................................................................................. 3 Phase 1: Create the Foundation ..................................................................................................... 3 Phase 2 & 3: Build, Launch and Permeate the Environment .......................................................... 3 Organizational Culture ........................................................................................................................ 4 KNOWLEDGE ROLES ................................................................................................................................ 5 Knowledge Leadership ........................................................................................................................ 5 Knowledge Workers ............................................................................................................................ 6 TECHNOLOGY AND KNOWLEDGE SHARING

Systems Thinking for Organizational Improvement “Systems thinking is the art and science of making reliable inferences about behavior by developing an increasingly deep understanding of underlying structure” (THWink.org, 2014). It is a way of understanding the relationships that shape the behavior of systems. It helps us see how changes can be more effective. Specifically, this paper will discuss the following:

Any attempt to solve a problem or improve an outcome needs to deal with both, system and process. Recognizing that we operate within systems requires a different type of thinking to be fully effective. Thinking that fully explores the complexity of the cause and effect relationship between the constituent processes and the behavior of the people that enact them. Systems Thinking is the key capability for describing and understanding problems to optimize outcome.

Inductive and deductive reasoning helped us gather the information and get a conclusion of how old the human fossils remains roughly were, found by the data we were able to collect on the expedition. Inductive reasoning is accumulation of specific observations that help lead to a conclusion or a theory that explains the facts we know about the object or subject to help predict future outcomes. Deductive reasoning is more logical, but not always correct. We jump to a conclusion with deductive reasoning

Five Disciplines by Peter Senge are: 1. System thinking. 2. Personal mastery. 3. Mental models. 4. Shared vision. 5. Team learning. 1. System Thinking: System thinking is nothing but instead of focusing on only one particular issue, we have to analyze and try to understand the entire system on the whole. With this kind of analyzation, we can easily find a

Systems thinking: Systems thinking is the capacity to see the master plan and to recognize patterns as opposed to conceptualizing change as segregated events. System thinking requires the other four orders to empower a learning organization to be figured it out. Additionally system thinking demonstrates that there is no outside that the reason for your issues at a piece of a solitary system.

CW3 David Lewis Knowledge Management Information Paper WOSC Class 14-005 14 November 2013 Knowledge Management Application in 1-3 Attack Battalion Within the Army organizations of today knowledge management plays a huge role in the dissemination of information to the unit and it’s soldiers. This is no different for the aviation unit in which I operate. This information can be found in FM 6-01.1, Knowledge Management Operations. It defines knowledge management as the process of enabling knowledge flow to enhance shared understanding, learning, and decision-making. But when the unit was surveyed about their understanding of knowledge management the results were surprising.

Inductive reasoning stands for the arguments that do not preserve the truth, unlike the deductive reasoning. There is no guarantee in inductive reasoning even if the premises are true that the conclusion will be true. The premises bring forth the probability most in life situations. In inductive reasoning, the premises are described to be weak, implausible or cogent, and they form the basis for the drawn conclusion as the evidence available determines whether the argument is strong or weak.