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Personal Knowledge Management

1 September 2012
Liron Rigal
office employee

Knowledge Management, with which we are all familiar, is a process which focuses on Knowledge Management from a socio-organizational perspective. Personal Knowledge Management, on the other hand, focuses on a process related to the individual- the Knowledge Management of the individual worker and his/her needs from a personal-individual point of view. It is required since personal Knowledge Management assists the worker to deal with the information overload surrounding him/her and the need for communication and sharing knowledge with others. Presenting strategies and work processes for dealing with information overload by intelligently using information technologies and social networks as well as purchasing information search, collection and organization skills.

 

Personal Knowledge Management skills:

Personal Knowledge Management requires three main skills:

  • Content-handling skills: includes information activities such as evaluation, organization, presentation, security and sharing.

  • Social skills in order to communicate information and knowledge. Relates to activities such as inquiring (who), Asking questions (what) and sharing with others.

  • Knowledge Development skills: structuring new knowledge and information out of what was communicated; interpreting the knowledge and implementing it.


As in organizational Knowledge Management, Personal Knowledge Management deals with tacit knowledge, explicit knowledge and shared knowledge. As in organizational knowledge management, skills are not separate rather are a lifecycle in which each action feeds the following action and thus enables developing the knowledge, sharing it, structuring/incorporating and implementing it while developing it as new knowledge (The Nonaka and Taukachi model).

Naturally, personal Knowledge Management is different from organizational Knowledge Management.

 

Individuals usually organize and store knowledge and information in context with the situation and their mental state during its purchase, not necessarily according to subjects. This way, which mimics its manner of conduct from the human brain, serves the worker better when knowledge and information are required intuitively. In personal Knowledge Management, the worker learns skills which empower him/her and maximize his/her information potential. The worker becomes the main person responsible for the quality of the knowledge and information he/she holds and initiates an active search for information while organizing information in a manner that will best serve his/her individual work requirements. There is no one way to implement personal information management. It is by definition personal and therefore depends on circumstances and situations.

 

An employee, committed to managing his/her personal information, is a worker committed to his/her professionalism This is a worker who becomes essential and more efficient to the organization. Mainly, this is a worker who can exceed and succeed.

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