F5- A Proposed KM Framework

A source of confusion in the field of KM stems from the use of the very common word “knowledge.” Let us discern how KM gurus use this word, starting with the guru of all management gurus, Peter Drucker:

    “Knowledge is information that changes something or somebody — either by becoming grounds for action, or by making an individual (or an institution) capable of different or more effective action” – Drucker

    “Justified belief that increases an entity’s capacity for effective action” – Nonaka

    “Knowledge… should be evaluated by the decisions or actions to which it leads.” – Davenport and Prusak

    “Knowledge is the understanding of relations and causalities, and is therefore essential in making operations effective, building business process, or predicting the outcomes of business models.” – McKinsey & Company

    “I define knowledge as a capacity to act” – Sveiby

    “Knowledge is information in action” – O’Dell and Grayson

In KM, “knowledge” is capacity for effective action, which includes belief, understanding of cause-and-effect and information useful for effective action. It encompasses whatever helps you do your job well. Thus, information that is not actionable is not knowledge. “Effective action” is the operational, empirical or behavioral indicator of the result of applying knowledge well in a particular context.

The model we showed earlier (where, following the previous post, I expanded “knowledge assets” to “intangible including knowledge assets”) provides a simple KM framework. Because this framework links knowledge assets to results of KM, it also provides the foundation for monitoring and evaluation (M&E) of KM, or better, M&E in the management of intangible assets.


This cause-and-effect model simply aims to highlight the fundamental link between knowledge and action, and between action and value creation. In actual practice and in specific work contexts, there are many factors that are in play: (a) effectiveness of an action is very dependent on context including relationships (discussed in blogpost entitled “F7- Interactivity and Context”), (b) value creation is dependent on users’ definition of what is valuable to them (discussed in blogpost entitled “F13- KM is for value creation: WHOSE value?”. Check also the ugly and messy “flies in the ointment” I pointed out in “F3- KM is for value creation”), (c) knowledge workers’ behavior depends on their personal values and inner motivation, support from peers or boss, incentive system, etc. (discussed in blogpost “F1- KM is Not Enough!”), and (d) learning and knowledge transfer depend much on power relations among many actors involved (discussed in blogpost “F14- M&E of KM for development”). I thank Charlie Dibsdale for reminding me to point these out.

M&E tools in use to track and assess Box 1 include: various intellectual capital accounting methods, knowledge mapping/inventory, social network analysis (SNA), blogs, completely unstructured story telling/listening, lessons-learned session (LLS), corporate knowledge taxonomies, number of uploads to a portal, World Bank’s KAM, etc. These are tools of “supply-driven KM”.

M&E tools in use that pertains to Box 2 include: key performance indicators (KPI), various productivity measures, activity checklists, number of hits of a webpage, action indicators in a project logframe, indicators in a Balanced Scorecard, Malcolm Baldridge measures of performance, etc. At the activity level, it is easy to attribute the action to whichever specific knowledge assets were used, but attribution gets more difficult at the project and especially at the program or organizational levels.

M&E tools in use to monitor and evaluate Box 3 include: number of problems solved, satisfaction scores by internal/external customers, value adding (vs. non-value adding), impact of training on workplace performance, post-project success stories by project beneficiaries, gross sales of a product/service, statistical correlations between knowledge assets and organizational performance measures, key result areas (KRAs), market value of a corporation, satisfaction survey among project stakeholders, etc.

Disaggregation and attribution of organizational results to specific factors is often difficult here. However, if the choice and design of a KM initiative is demand-driven (e.g. to solve a specific problem, to enhance a particular capability, to assist in making a particular type of decision or policy, to increase efficiency of a work process, etc.) then it is easy to devise a measure or indicator to check if indeed that demand or objective was met.

Please note that this framework is suited for M&E of KM. It focuses on the outputs or results of KM. Building upon my previous blog post F1, I also proposed an expanded KM framework that focuses on the inputs, the most important of which are motivated, loyal, curious and innovative knowledge workers (thanks to Daan Boom for pointing this out). See the blog “Practical exercise #15: ingredients of effective group action” I posted last February 28, 2009).

=>Back to main page of Apin Talisayon’s Weblog
=>Jump to Clickable Master Index


Tags: , , , ,

5 Responses to “F5- A Proposed KM Framework”

  1. 10- KM4D: Three Viewpoints « The giraffe Says:

    […] In an earlier post entitled “Proposed M&E Framework”, I have given illustrative examples of M&E at three stages: knowledge available (supply), action or user of knowledge (demand), and results of application of knowledge (output and outcomes). Those examples can be broken down further according to the three levels above. […]

  2. Charlie Says:

    I think you miss some important factors – ‘Context’ being the biggest one. If I said “the score was 3 for 81”, would you know if this was a good or bad score in a cricket game? (would you even care?) So a concept of ‘value’ has to come inot play as well.

    Experience, worldview, environment (I am different at work and home), values, beliefs, morals all have influence on knowledge, its creation, sharing, learning etc. You have put up a very simple model – for something that is complex.


  3. apintalisayon Says:

    I agree with you Charlie. The simple diagram fails to convey to readers the complex factors involved.

    Based on your comment I am adding a paragraph to alert readers that (a) effectivity of action is very dependent on context including relationships (discussed in my blogpost entitled “F7- Interactivity and Context”), (b) value creation is dependent on users’ definition of what is valuable to them (discussed in my blogpost entitled F13- KM is for value creation: WHOSE value?”), (c) knowledge workers’ performance depends on their personal values and motivation, support from peers or boss, incentive system, etc. (discussed in my blogpost “F1- KM is Not Enough!”), and (d) learning and knowledge transfer depend much on power relations among many actors involved (discussed in my blogpost “F14- M&E of KM for development).

    Thanks Charlie!

  4. Daan Boom Says:

    Dear Apin: Good work to try to formulate your KM framework. Partly offset by the used definitions of KM guru’s who are more or less defining KM as ‘better decision making’ i have albeit different views. I think i stick to the Nonaka although that one is very broad formulated. It covers however the most essential part. What I think is missing in the framework is a stronger relationship of a HRM component to create a workforce who is curious, stimulated by management behaviour to innovate, explore and is using its training programme effectively to build a workforce which contributes to objectives or strategic goals. Also with regard to the recent financial crisis I see examples of what I call effective KM and less good KM. Why is one company laying off its workforce and the other one cuts salary of all its employees by 20/30%. The latter obviously to keep its staff as along as possible connected to the orgnisation. I was also surprised to read that employees of a UK company (Dresdner Kleinwort) suing their company to get get their bonus? What kind of loyalty brings that to the organisation? I think the most critical part of any KM framework is an effective HRM policy to create a sustainable and effective workforce. All the other components of the KM framework will follow that principle.

  5. apintalisayon Says:

    Hi Daan, you have a good point there on KM as hinging on a motivated, curious, loyal and innovative knowledge workers. This cause-and-effect KM framework is more suited as the basis for M&E. The expanded KM framework I proposed last February 28 (see Practical exercise #15: ingredients of effective group action) is the one you are looking for.

    Accordingly, I added the last paragraph in the text of the blog post above, of course with due credit to you.

    Cheers and thanks!

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s

%d bloggers like this: